The Series X workshop kicked off a transformation process. After its success, we continued to coach new teams until we had a critical mass that touched every combination of function, region, and business unit in the entire company. The early participants were not chosen at random. Nor was the work they did an end in itself—although it was real, important work. Rather, these initial proofs of concept were designed to demonstrate to senior management that this new way of working would be viable across the organization.
