Chapter 7
Culture
The room was filling up fast. Everyone was clamoring for a seat in the business unit’s quarterly review and outlook meeting. Oftentimes, people would call in for these sessions, especially if the meeting was being held in a building they’d have to walk to, but this upcoming talk was seen by almost everyone as a face-to-face event. And for good reason: this was the first time the newly hired director was going to lay out the strategic priorities for the next quarter and rally the troops toward high performance.
No one knew for certain what the new leader would say, but whatever he chose as a theme, it needed to address the elephant in the room: the quality of our products was deteriorating. Changes needed to be made. The current ...
Get Unlocking Agility: An Insider's Guide to Agile Enterprise Transformation now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
