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Vahid Masrour

A management strategy that works for young employees - Dec. 16, 2009 - 0 views

money.cnn.com/...index.htm

organizational design organization2.0

shared by Vahid Masrour on 21 Jan 10 - Cached
  • Together, they set the company's goals for the next 100 days. And they go around the table to hear how each staffer -- execs included -- did on his personal deliverables over the last 100 days. They ask each other questions, weigh in with their own perspectives on their colleagues' work
  • staffers work directly with their managers to lay out their individual plans for the next 100 days and actually grade themselves on their last 100-day plan
  • it has the grand effect of making each person his or her own manager. Everyone's goals are completely clear, evaluations are a collaborative process, and perhaps most importantly, managers are just as accountable as their employees -- and they're accountable to their employees.
  • Vahid Masrour on 21 Jan 10
     
    Me like a LOT.
Vahid Masrour

The End of Management - WSJ.com - 2 views

online.wsj.com/...4476104575439723695579664.html

management organizational design organization2.0 collaboration

shared by Vahid Masrour on 23 Aug 10 - Cached
  • They were an answer to the challenge of organizing thousands of people in different places and with different skills to perform large and complex tasks, like building automobiles or providing nationwide telephone service
    • Vahid Masrour
      Vahid Masrour on 23 Aug 10
       
      Creating a formal organization was key at the time. Creating the formal organization is easier now, thanks to better means for coordinating action: you still need a network of committed people, but not the formality.
  • They were designed and tasked, not with reinforcing market forces, but with supplanting and even resisting the market
  • Clayton Christensen's "The Innovator's Dilemma
  • ...6 more annotations...
  • They listened closely to their customers. They carefully studied market trends. They allocated capital to the innovations that promised the largest returns. And in the process, they missed disruptive innovations that opened up new customers and markets for lower-margin, blockbuster products.
  • the ability of human beings on different continents and with vastly different skills and interests to work together and coordinate complex tasks has taken quantum leaps.
  • We have both a need and an opportunity to devise a new form of economic organization, and a new science of management, that can deal with the breakneck realities of 21st century change.
  • the even bigger challenge of creating structures that motivate and inspire workers
  • It will have to push power and decision-making down the organization as much as possible, rather than leave it concentrated at the top
  • Traditional bureaucratic structures will have to be replaced with something more like ad-hoc teams of peers, who come together to tackle individual projects, and then disband
Vahid Masrour

How Airbnb Manages Not To Manage Engineers - ReadWrite - 0 views

readwrite.com/...nagement-mike-curtis-interview

organizational design organizational design

shared by Vahid Masrour on 05 Jun 14 - No Cached
  • Vahid Masrour on 05 Jun 14
     
    interesting example of how to organize (not too much).
Vahid Masrour

Clay Shirky on institutions vs. collaboration | Video on TED.com - 0 views

www.ted.com/...ions_versus_collaboration.html

collaboration networking video talk organizational design organization2.0

shared by Vahid Masrour on 01 Apr 11 - Cached
  • Vahid Masrour on 01 Apr 11
     
    replace planning with coordination replace management with collaborative/cooperative infrastructure para&&& distribution: a few contribute a lot, most contribute very little (80-20 rule) There are other ways to organize than just institutions. mass amateurization killed professional publishing
Vahid Masrour

The Origin Of 'The World's Dumbest Idea': Milton Friedman - Forbes - 0 views

www.forbes.com/...s-dumbest-idea-milton-friedman

economy organizational critique organization2.0 organizational design

shared by Vahid Masrour on 03 Jul 13 - No Cached
  • hareholder value is a result, not a strategy
  • your main constituencies are your employees, your customers and your products.
  • Making a profit is no more the purpose of a corporation than getting enough to eat is the purpose of life. Getting enough to eat is a requirement of life; life’s purpose, one would hope, is somewhat broader and more challenging.
  • ...2 more annotations...
  • ocusing on delighting customers profitably
  • n effect, shareholder value is obsolete. What we are seeing is a paradigm shift in management, in the strict sense laid down by Thomas Kuhn: a different mental model of how the world works.
  • Vahid Masrour on 03 Jul 13
     
    a nice little critique of Milton Friedman's looney-crazy talk.
David Sydney

You Rock Dave! - 1 views

started by David Sydney on 04 Oct 12 no follow-up yet
Vahid Masrour

Experimentation Is The New Planning | Fast Company - 1 views

www.fastcompany.com/...experimentation-new-planning

strategy management organization2.0 organizational design

shared by Vahid Masrour on 14 Sep 12 - No Cached
  • Vahid Masrour on 14 Sep 12
     
    Emergent strategy. Sounds to disorganized to be effective, but top-down structure doesn't work either. So there.
Vahid Masrour

Technological change: The last Kodak moment? | The Economist - 0 views

www.economist.com/...21542796

capitalism change management Organizational design

shared by Vahid Masrour on 16 Jan 12 - No Cached
  • Vahid Masrour on 16 Jan 12
     
    creative destruction example
Vahid Masrour

Three Things that Actually Motivate Employees - Rosabeth Moss Kanter - Harvard Business... - 0 views

blogs.hbr.org/...at-actually-motivate-employees

organizational design organizational management

shared by Vahid Masrour on 29 Oct 13 - No Cached
  • Vahid Masrour on 29 Oct 13
     
    Give'm Mastery, Membership, or Meaning. Or all 3!
Vahid Masrour

Corner Office - Structure? The Flatter the Better, says Cristóbal Conde - Que... - 0 views

www.nytimes.com/...17corner.html

collaboration organizational design

shared by Vahid Masrour on 21 Jan 10 - Cached
  • You have to do that consistently for over a year before you start having an impact.
  • Instead, the trick is to get truly world-class people working directly for you so you don’t have to spend a lot of time managing them.
  • So I try to spend time with people two and three levels below because I think I can add value to them.
Vahid Masrour

The Art and Practice of Japanese Management - 0 views

www.strategy-business.com/...9412

design organizational

shared by Vahid Masrour on 13 Oct 09 - Cached
  • Vahid Masrour on 13 Oct 09
     
    interesting piece: how the Japanese got good at quality.
Vahid Masrour

Can the Japanese car factory methods that transformed a Seattle hospital work on the NH... - 0 views

www.telegraph.co.uk/...-hospital-work-on-the-NHS.html

lean health organizational design culture

shared by Vahid Masrour on 08 Jan 15 - No Cached
  • Remarkably, since deciding to admit all its mistakes, Virginia Mason has seen a 74 per cent reduction in its liability insurance premiums.
  • managers look at the system they were operating in to “see if we set them up to fail” and how to prevent repeats of the event
  • Safety innovations have included measuring how many steps nurses take. By putting supplies where staff need them, the average number of steps taken by an average nurse in a day was reduced from 10,000 to 1,200.
  • ...1 more annotation...
  • That contributes to Virginia Mason nurses spending 90 per cent of their time with patients, compared to 35 per cent in most US hospitals.
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