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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.
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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.
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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.
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The Leadership Playlist: Breaking out of self-defeating narratives - On Leadership at w... - 0 views

views.washingtonpost.com/...self-defeating-narratives.html storytelling organizational
shared by Vahid Masrour on 20 Jan 10 - Cached
  • f you think you're too small to have an impact, try going to sleep with a mosquito in the room.
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