Talent Wins

Design and Redesign the Work of the Organization

Imagine a company at which the CEO devotes half his time to an eclectic group of thirty-eight employees who aren’t his direct reports, who inhabit all sorts of nooks and crannies in the organization, many far from the executive suite. Picture a leading multinational where employees decide for themselves which team they’d like to join, and which projects they’d like to attack. How about a company divided into some two hundred customer-facing units, each with its own pay scale and work methods, each so talent-driven that employees are given the right to fire their unit leader?

These aren’t far-out ...