It is necessary, we found, to forcibly dismantle the old system and replace it with an entirely new managerial architecture. Our new architecture was shared consciousness, and it consisted of two elements. The first was extreme, participatory transparency—the “systems management” of NASA that we mimicked with our O&I forums and our open physical space. This allowed all participants to have a holistic awareness equivalent to the contextual awareness of purpose we already knew at a team level. The second was the creation of strong internal connectivity across teams—something we achieved with our
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