Sublime

a developmental change process creates conditions in the form of bold, disruptive initiatives, while supporting the development of the capabilities people will need to successfully pursue them.

leadership and management system he’d refined and used at Boeing to transform their culture from one of command and control to one marked by cohesiveness and collaboration.34

Then a program was launched to promote cultural alignment within 30 top teams, with an emphasis on clarifying priorities, making authentic connections, and developing team norms that would bring the new culture to life.

“Most of our people were waiting for some big technological breakthrough at the firm level, that would ultimately infuse a sharing of information” across the teams. But gradually, they realized a technological silver bullet to solve the firm’s challenges just didn’t exist—it had to be complemented by an elite human element.

to become and sustain success more frequently than

Project Aristotle,

Corporations like Patagonia, Toyota, Ericsson, and Microsoft would make flow a critical piece of their strategy and culture.

institutional knowledge

business unit leaders;