Armed with this understanding,
the company designed a new management
model that established
who was accountable for what and
made the connection between performance
and reward. For instance,
the norm at this company, not unusual
in the industry, had been to
promote people quickly, within 18
months to two years, before they
had a chance to see their initiatives
through. As a result, managers
at every level kept doing their
old jobs even after they had been
promoted, peering over the shoulders
of the direct reports who were now in charge of their
projects and, all too frequently, taking over