Peterson has done a great job of adding weekly, company-wide pre-launch meetings to review any issues, maximize the flow of operations, and foster collaboration and participation of all departments. This method has produced excellent results in reducing anxiety, increasing morale, and allowing the employee to see a scope of progress and problems. However, an improvement would be to also discuss possible solutions to such difficulties. Employees and managers should be encouraged to spend time getting to know each other outside the company, as well as inside the company (promoting idea sharing and relationship building), just as Zappos has done. Maybe Peterson could have assuaged those resentments from the other managers if they had gotten to know him, instead of staying at arm's length and keeping communication strictly professional. Another suggestion I would make to the company would be to find ways to educate its untrained supervisor, like Hardy, about the launch operation and involve him in a critical decision with Peterson, making sure they both agree with the choices (e.g. example the support agreement with the KOL). However, this step should be taken forward by educating the entire team about the project's core ideas, plans, and values