Mark was exhausted. It was almost 11 p.m., and he had just landed in Boston after a four-hour flight from Indianapolis—and four straight sixteen-hour workdays with a demanding client. He hadn’t checked his BlackBerry since takeoff, and his inbox was full of new messages.
He immediately opened the e-mail from Doug, The Boston Consulting Group partner on the case for which Mark was project leader. It contained details about what to expect in two meetings he had set up for the following day. The first was with a Harvard Business School research team to discuss an “experiment” using his team as the guinea pig. Mark had already expressed his reservations that having outsiders hovering around might be too distracting for the team, ...
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