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From what I can tell, another important item to note is the team structure for those bakeries and how that functioned to minimize the risk of "free-riders". Specifically, it would appear that each shop had individual folks responsible for individual (different) tasks, whereby the "buck stopped" with the respective task holder (and no one else).

I think this is an important lesson for the corporate environment and team makeup for inter-departmental projects. It would seem best to establish the teams using single delegates (with authority to transact on behalf of their functions) for each function needed for the project's completion, with incentives tied both to milestone dates, as well as the overall product quality (effective transition, full implementation, etc.).

Really interesting article. Thank you!

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