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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

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

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

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

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

The Collapse of Complex Business Models « Clay Shirky - 0 views

www.shirky.com/...pse-of-complex-business-models

complexity systems change organizational design social development

shared by Vahid Masrour on 23 Aug 10 - Cached
  • Vahid Masrour on 23 Aug 10
     
    GREAT READ. Thanks to the author.
Vahid Masrour

Quand un patron indien renverse les règles - LeMonde.fr - 0 views

www.lemonde.fr/...e-les-regles_1544301_3232.html

francais organization2.0 organizational design

shared by Vahid Masrour on 05 Jul 11 - No Cached
  • Vahid Masrour on 05 Jul 11
     
    les employés d'abord!
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

Enterprise 2.0 experience: 5 misconceptions | Boostzone Institute - 0 views

www.boostzone.fr/20-experience-5-misconceptions

organization2.0 technology organizational design

shared by Vahid Masrour on 26 Jan 10 - Cached
  • Vahid Masrour on 26 Jan 10
     
    Good starting points to differentiate what's in and what's out.
Vahid Masrour

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.
Vahid Masrour

The Art and Practice of Japanese Management - 0 views

www.strategy-business.com/...9412

design organizational

shared by Vahid Masrour on 13 Oct 09 - Cached
  • Vahid Masrour on 13 Oct 09
     
    interesting piece: how the Japanese got good at quality.
Vahid Masrour

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.
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
  • 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.
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

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 the more an organization is diverse that way, the healthier it is, and better decisions will come out.
Vahid Masrour

"Generation F" - the Facebook Generation « Dreamer + Realist - 0 views

thedreamist.wordpress.com/...%80%93-the-facebook-generation

organizational design facebook

shared by Vahid Masrour on 21 Jan 10 - Cached
  • Vahid Masrour on 21 Jan 10
     
    over the top, probably, but good ideas, certainly.
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