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Vahid Masrour

poetpainter - 0 views

www.poetpainter.com/thoughts

blog marketing design organizational psychology

shared by Vahid Masrour on 21 Jan 10 - Cached
  • Vahid Masrour on 21 Jan 10
     
    good mindmaps and graphic modelling
Vahid Masrour

Google Operating System - 0 views

googlesystem.blogspot.com/

design google organizational

shared by Vahid Masrour on 13 Oct 09 - Cached
  • Vahid Masrour on 13 Oct 09
     
    interesting reflexion.
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  • n effect, shareholder value is obsolete.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

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.
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

The new digital workplace: How enterprises are preparing for the future of work | ZDNet - 0 views

www.zdnet.com/-the-future-of-work-7000032896

organizational design design tech

shared by Vahid Masrour on 08 Oct 14 - No Cached
  • The consumer world is updating applications and hardware faster than ever, but this increase in speed is largely not happening in the enterprise
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

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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