Albert Damon, new Managing Director of the Corporate Banking Division in an International Office of an important bank in London was very much convinced of the need of turning around the whole division dynamic if they were to have a minimum chance of getting the more than ambitious objectives for next year. He needed to do something soon, something relevant that would send a clear message of change to his team and to the rest of the organization. He wanted to turn a group of people into a High Performance Team (HPT). He had clear in his mind the kind of organization that he wished, the problem was how to get it.