Indeed, like any management strategy, it can be done poorly, inadvertently incentivizing people to form shadow organizations, or it can be done well, encouragin

Indeed, like any management strategy, it can be done poorly, inadvertently incentivizing people to form shadow organizations, or it can be done well, encouraging people to engage in good faith and reaping the promised benefits. In practice, we get lumpy mix of good and bad implementations within organizations. It takes a lot, however, to overcome the near-term, personal-empire-building incentive. "This way is better for everyone" isn't going to cut it for a significant proportion of folks. If you bake it into the bones of your recruitment process and in your management training, there's a chance it'll be an authentic value of the org. And even then it's hard to shake the suspicion that this strategy only further rewards showhorses and marginalizes in-the-trenches doing-thankless-work types. If you get an extraordinary manager, she can mitigate that, but your culture isn't robust if it relies on the extraordinary.