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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

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
  • I think top-down organizations got started because the bosses either knew more or they had access to more information. None of that applies now. Everybody has access to identical amounts of information.
  • Now a global company means a company composed of teams that are themselves dispersed. So every team can be global in many senses, not just the company.
  • a C.E.O. needs to focus more on the platform that enables collaboration
  • ...4 more annotations...
  • By having technologies that allow people to see what others are doing, share information, collaborate, brag about their successes — that is what flattens the organization.
  • I think the role of the boss is to then work on those collaboration platforms
  • It’s more like the producer of the show, rather than being the lead.
  • But I can write five lines on Yammer, which is about all it takes.
  • Vahid Masrour on 21 Jan 10
     
    very interesting article on how a collaborative organization could be designed and put to work.
Vahid Masrour

Robert A.G. Monks: Bob Monks: What informs Corporate Speech? - 0 views

ragmonks.blogspot.com/...-informs-corporate-speech.html

organizational organization design

shared by Vahid Masrour on 15 Apr 10 - Cached
  • Vahid Masrour on 15 Apr 10
     
    Corporations and how they behave as compared to humans. I have to say i disagree with the idea that organizations should be judged differently than humans: They ought to behave as a human being is expected to behave (as per the right column of the chart).
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

Quotes of the Week - December 15, 2014 - 0 views

bpm.com/...s-of-the-week-december-15-2014

organizational design organization design

shared by Vahid Masrour on 19 Dec 14 - No Cached
  • “Our organizations are less capable than the people inside them. Core-incompetency. Every organization today is still run on principles of hierarchy/bureaucracy.”
  • Vahid Masrour on 19 Dec 14
     
    """
  • Vahid Masrour on 19 Dec 14
     
    To change this, you need a mission that is more important than the hierarchy. And everyone aligned to it.
  • Vahid Masrour on 19 Dec 14
     
    look for the underlined part and the comment.
Vahid Masrour

Institutional innovation: Creating smarter organizations to scale learning | Deloitte U... - 0 views

dupress.com/...institutional-innovation

innovation learning organization2.0 organizational design

shared by Vahid Masrour on 11 Dec 13 - No Cached
  • institutions as configured today force very significant trade-offs between efficiency and learning
  • significantly limit space for the exploration, tinkering, improvisation, and experimentation that drive learning
  • Fortunately, the technologies that are driving disruption are also enabling the institutional architectures that can support this ambitious goal.
  • ...11 more annotations...
  • Institutions are embedded in the cultures, technologies, and infrastructures of their time
  • Today, competitive advantage is not based on stocks of knowledge, but having access to flows of knowledge to enable up-to-date information that enables adaptability.
  • Scalable efficiency has been a winning model for the past two centuries. However, it relies on centralized governing systems, rigid hierarchies, and a paradigm of long-term planning and forecasting.
  • While effective in times of stability and predictability, these systems break down during times of rapid change and uncertainty.
  • and the emergence of new social and technological infrastructures often catalyzes fundamental institutional innovations.
  • Survival—the most basic measure of performance—has become more and more challenging.
  • information asymmetry
  • it will drive us to reassess the entire architecture of relationships both within and across institutions.
  • Creating architectures of relationships reaching beyond the walls of our institution is one of the most powerful ways to tap into richer and more diverse flows of knowledge and accelerate learning.
  • scalable learning
  • o evolve institutional designs that explicitly seek to accelerate and amplify learning among a growing number of participants
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

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.
Vahid Masrour

Keynote: Dave Gray & The Connected Company on the New Livestream. Live. Redefined. - 1 views

new.livestream.com/...DGrayTheConnectedCompany

Organizational design organization2.0

shared by Vahid Masrour on 18 Feb 12 - No Cached
  • Vahid Masrour on 18 Feb 12
     
    David Gray starts talking at around 10:00 Services co-evolve in the dialogue with the customers Efficiency (orderly processes) versus Flexibility (adaptability to the market). Tight coupling (formal classic inflexible org design) versus Loose coupling (easily change components' locations, autonomous locations, holographic design: "pods") Loose coupling implies lower consistency. "podular company" "composability" Trains versus cars How does that proposal scale? By creating a shared platform, and then having each pod do its thing.
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.
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