As someone who believes in this approach, this article doesn't give the right advice or level of detail about how you do this right as part of a management team

As someone who believes in this approach, this article doesn't give the right advice or level of detail about how you do this right as part of a management team. You can't just repeat "year of the hound" over and over again and expect the team to rally around it. You have to build a narrative, a story, get everyone to understand it, and then continue to bring people's work back to align against that. So you start by identifying a problem or goal (or a few), and write it down, and walk everyone through why that's important. Then you talk to everyone about what they're working on - does that work ladder up to that problem or goal? How? Then on a regular basis, you talk about how the team is progressing against those problems/goals. Send out emails celebrating wins and specifically explain why they are important to those goals. Then if you hit a goal, you have a party, and you genuinely thank everyone involved in hitting that goal, and recognize them (even if it's everyone). And by the same token, if people want to get distracted, you bring it back to those core goals - "hey, it sounds great that we've got this cool opportunity to expand into eastern europe if we internationalize the product, but how does that get us closer to our goal of getting 50% of our current enterprise customers fully rolled out with all critical feature requests addressed?" You have to be able to tell a story, build a narrative, take criticism and debate, organically bring people's work back to the story, and so on. It's not EASY, but it's incredibly powerful when done well (and I am not saying I am great at this, I've seen people who do it beautifully, but I do it better than many people I have worked for).