CHAPTER FOUR
Recasting the Role of the CEO
Transferring the Responsibility for Change
By midwinter of 2006, people throughout HCLT had started to believe in the enormous potential we had as a company. They saw that our commitment to transparency and our efforts to invert the pyramid were making a tangible difference. We were now regularly and successfully competing with the best global players, just as we had vowed we would at our Blueprint meeting. This was satisfying to me, to the leadership team, and to employees throughout the company.
Yet, as I had with each previous phase of the process, I began to look ahead and worry. Just as we had intended, ...
Get Employees First, Customers Second: Turning Conventional Management Upside Down now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
