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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, ...

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