undergoing improvement because of its ever-rotating series of open-source editors. In one of the world’s most celebrated string quartets, the Emerson String Quartet, the two violinists take it in turns to play the more prominent and demanding first violin part.


FOR ORGANISATIONS


Small is beautiful. However enormous and geograph- ically widespread our organisations might become, it’s worth not expanding any particular business unit beyond a core size of 150 people. There is a natural limit to the number of people we can feel personally connected to and have creative, reciprocal relationships with. Beyond that point, we are trading in trust for a misguided sense of efficiency.


Monitor performance by tracking “assists”. In the world of sports, pundits and players routinely give credit to “assists” from teammates. We might implement organisational policies and metrics which foster the appreciation of employees asking each other for help. The idea is that building strong, collaborative organ- isations is not about investing in better bricks (in fact, teams of individual superstars generally perform poorly), but finding ways to strengthen the mortar between all the bricks. A number of organisations have


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