A real story of a curious public sector leader, a pugilist and a contrarian, who chose to do the right thing and design his system entirely around the needs of the customer - against the advice of Gov
Using fluid team structures 1) to promote new serendipitous connections and innovation, 2) to develop people for competencies rather than prescribed roles, 3) to better match those people to business
Line up five people and whisper in succession a complex set of instructions. What the fifth person hears and does will have little resemblance to what the first person intended.
The Bank of New Zealand introduces a new business model by upending its management model, and empowering branch managers to think and act like business owners.
Replace the fundamental control relationship in the organization from ‘boss-subordinate’ to ‘mentor investor-intrapreneur team’, where mentor investors are modeled on the angel
