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Vahid Masrour

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

  • 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.
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  • 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  • n effect, shareholder value is obsolete.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.
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    a nice little critique of Milton Friedman's looney-crazy talk.
Vahid Masrour

What is a FLAT ARMY? - 0 views

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    organizational design presentation
Vahid Masrour

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

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    Give'm Mastery, Membership, or Meaning. Or all 3!
Vahid Masrour

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

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    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

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    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

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    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

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    John Seely Brown interview
Vahid Masrour

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

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    creative destruction example
Vahid Masrour

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

  • 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.
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  • 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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