Chapter 1. THE DNA OF GREAT PROBLEM SOLVING
Everything craves its contrary, and not for its like.
It was a snowy, winter night in 1994 at the Leadership Centre of the Canadian Imperial Bank of Commerce (CIBC) north of Toronto. A small group of executives had been working for many hours trying to solve an organizational crisis that was becoming more worrisome each day. The commercial part of the bank, serving roughly seventy-five thousand small to medium-sized businesses, was in need of serious redesign if the bank were to remain competitive and viable in this important sector. Several years of complacency had led to products falling out of touch with changing client needs. Add to this the growing ineffectiveness of the group's middle management ...
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