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When a big new project lands in a company's lap, the instincts of upper management, while well intentioned, are usually to go with people and paradigms that have worked in the past. The culture of my former employer was forced to change suddenly to support new business, and it ultimately resulted in failure. I've had several months now to think about what happened. In retrospect, a lot of it could have been avoided if the company's leaders had ignored their instincts, and been daring enough to rely more on different people with the right expertise.