Individuals and teams form a working group, establish a charter, and set out to work on innovation improvement initiatives.

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Efforts to put in place a new role for managers as enablers of self-organizing teams, new Agile methods of coordinating work, new values of trust and transparency and continuous improvement, and horizontal communications will inevitably fall foul of the prevailing mental model of how the C-suite expects the firm to work.

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It will require a different goal (adding value for customers), a different role for managers (enabling self-organizing teams), a different way of coordinating work (dynamic linking), different values (continuous improvement and radical transparency) and different communications (horizontal conversations).

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