First things first and last things not at all. - Peter Drucker

Each [co-worker] works his or her way, not your way. And each is entitled to work in his or her way. What matters is whether they perform and what their values are. As far as how they perform — each is likely to do it differently. The first secret to effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.

A person’s way of performing can be slightly modified, but it is unlikely to be completely changed — and certainly not easily. Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform. A few common personality traits usually determine how a person performs.

Thus the unexpected success is not just an opportunity for innovation; it demands innovation. It forces us to ask, What basic changes are now appropriate for this organization in the way it defines its business? Its technology? Its markets? If these questions are faced up to, then the unexpected success is likely to open up the most rewarding and least risky of all innovative opportunities.