An Amazing Leader Falters
When I met Scott, he was managing more than five thousand people.1 He started in his organization in a technical role and for four or five years led projects with a handful of direct reports. His rise through the ranks was swift from there, culminating with being put in charge of a new-product development effort that became the company’s blockbuster product.
If I could mention the name of the company and the product, you would immediately recognize both. The product was huge. It transformed how its customers operated, and it spawned derivative products that became big earners themselves. Over a fourteen- to fifteen-year period, because of the initial product win and the derivative solutions, Scott flew up the hierarchy. ...
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