My theory-in-development about such environments is that they require three things: First, a mission or goal that is 'good' (in the perspective of the people there), that brings out the best in people. 'Make lots of money' or 'monopolize the book trade or 'squeeze $$$ out of nursing home patients' demand values that affect how personnel treat each other. Second, they need a sufficient proportion of personnel who have passion for the 'dream' or 'mission', and who also have a certain level of humanism - not as much philosophically as their norms for behavior, especially trust and compassion for each other. Third, they need a small enough group that it doesn't need to be administered by bureaucractic rules, which become necessary as groups grow too large to run on interpersonal relationships. Also, it is of course hard to change cultures in existing organizations.

Could all of Lockheed be run like the Skunkworks? The full company can't be as selective about personnel and it's very large. There are many people, of course, who couldn't care less about such culture and will destroy it offhand. When I've been lucky to be in such magical cultures, the proportion of a-holes was small enough that they complied with the norms of the group; on one team of about only 14, when two leading proponents of the culture left then the a-holes tore apart everything - they resented the culture.