I think Jon is onto something when he references Chambers and Cisco. Why isn't this story the 'high profile event' already? It's mind boggling. (although I think it's the combo of pervasive social computing along with a shift from command and control to flat-based community team org)

If Chambers were to quit Cisco, and go on the circuit as a organizational design/management consultant, I argue he might be the yin of Malone and Hamel's yang. (ie. someone with a track record, who actually succeeded in changing a culture - albeit over a 3-4 year period)

I commented on the storytelling piece as well (http://www.danpontefract.com/?p=25) and truly believe what Peter Bregmann had to say recently is oh so true. (http://blogs.harvardbusiness.org/bregman/2009/06/the-best-way-to-change-a-corpo.html)

Storytelling is so natural, and so positive ... whereas formal feedback and reward mechanisms are so, well, archaic. (don't get me started on the bell curve of employee performance)