Team building extrême

Wow, même si les résultats ne sont pas nécessairement là, on ne peut pas reprocher à Seagate de ne pas essayer d'améliorer leur team building.

But Watkins says that any CEO feels one pressure above all others: the pressure to grow. "I started out doing startups. I went through four IPOs," he says during one of a series of interviews over several months. "I loved that everyone did everything. There are no titles. You work together, treat each other like human beings, and there's great camaraderie. As companies grow, you create silos and you become titles. So I'd quit and go back to a startup. I finally got convinced to stay and try to manage people."

The key to modifying behavior is creating an environment where we can't rely on experience. In unfamiliar situations, people - especially when tired - are more apt to ask for help and work as a team. If he could show his people the value of teamwork outside the office, Watkins reasoned, they'd translate the experience back at Seagate.