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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  • n effect, shareholder value is obsolete.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

What is a FLAT ARMY? - 0 views

es.slideshare.net/...what-is-a-flat-army

presentation powerpoint

shared by Vahid Masrour on 19 Aug 13 - No Cached
  • Vahid Masrour on 19 Aug 13
     
    organizational design presentation
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

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

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.
Vahid Masrour

The Power of Pull | Cause Conversations - 0 views

causeconversations.com/-lecture-with-john-seely-brown

Organizational design video

shared by Vahid Masrour on 23 Jan 12 - No Cached
  • Vahid Masrour on 23 Jan 12
     
    John Seely Brown interview
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

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
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