Upon becoming president, Kelly took an unorthodox approach to management. First, he upended the physical design of their Murray Hill, New Jersey, labs. Rather than a traditional layout with each floor segregated into sections for each specialized area of research, Kelly insisted on a floor plan that forced interaction across departments: Offices were along long corridors spanning the entire floor, so that walking down the hall all but guaranteed that colleagues would stumble over each other and be drawn into one another’s work. Second, Kelly built Franken-teams, combining “thinkers and doers”
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