W. Chan Kim

What consistently separated winners from losers in creating blue oceans was their approach to strategy. The companies caught in the red ocean followed a conventional approach, racing to beat the competition by building a defensible position within the existing industry order.1

You can’t just shut down the plane’s engines while you rebuild them—at least not without causing a crash. You need to maintain stability while moving ahead.

There are many frameworks to help leaders build new teams. One of the best known is “forming, storming, norming, and performing,” created by Bruce Tuckman in 1965.