Previously, looking outside the company was considered a distraction from doing the real work. Now, information obtained about customers and competition was summarized on the company Intranet. Engineering bonuses were tied to the success of the products they had launched within the previous 12 months. Developers understood that the success of their product was determined to a large degree on costs, specifications, and release dates of competitors' products. Revamping the decision architecture Under the new model, top managers provide a framework of strategic priorities, manage strategic partnerships, and mentor.
Middle managers enjoy a large degree of freedom in running their projects.
In addition, individual contributors were assigned a larger degree of decision-making authority within their areas of expertise. A new streamlined progress review process now takes place within the product groups consisting of only three steps. Top management no longer participates in the progress review process. The results The results were felt immediately. Employees could finally focus on developing products they owned.