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Conventional wisdom says that to be successful, our ideas - be they strategies, products, performances, or services - must be concrete, complete, and certain. And when it comes to leading people, we need organizations to be highly ordered, with a strong and well-defined structure. But what if that's wrong? What if we can gain through loss? What if we can add value by subtracting? Twenty teams were formed on the spot, based on knowledge of the customer: Fiat, Volvo, Volkswagen, and so forth. Each team was responsible not only for the customer, but for its own human resources, purchasing, and product development.
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