Rethinking organization
Mar 13, 2016
Rethinking organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Question 1
What if people outside the company participate
If you expect your organization to be more responsive your team needs context - they need to know whats going on in your company and in the market
Transparency becomes increasingly important
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
http
sww
wm
ckinseyq
uarterlyco
mStrategyStrategic_Th
inkin
gFrom
_p
ush
_to_p
ull_Th
e_n
ext_fron
tier_of_in
no
vation
_16
4
What about inviting people in
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Question 1
What if people outside the company participate
If you expect your organization to be more responsive your team needs context - they need to know whats going on in your company and in the market
Transparency becomes increasingly important
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
http
sww
wm
ckinseyq
uarterlyco
mStrategyStrategic_Th
inkin
gFrom
_p
ush
_to_p
ull_Th
e_n
ext_fron
tier_of_in
no
vation
_16
4
What about inviting people in
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 1
What if people outside the company participate
If you expect your organization to be more responsive your team needs context - they need to know whats going on in your company and in the market
Transparency becomes increasingly important
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
http
sww
wm
ckinseyq
uarterlyco
mStrategyStrategic_Th
inkin
gFrom
_p
ush
_to_p
ull_Th
e_n
ext_fron
tier_of_in
no
vation
_16
4
What about inviting people in
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
If you expect your organization to be more responsive your team needs context - they need to know whats going on in your company and in the market
Transparency becomes increasingly important
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
http
sww
wm
ckinseyq
uarterlyco
mStrategyStrategic_Th
inkin
gFrom
_p
ush
_to_p
ull_Th
e_n
ext_fron
tier_of_in
no
vation
_16
4
What about inviting people in
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
http
sww
wm
ckinseyq
uarterlyco
mStrategyStrategic_Th
inkin
gFrom
_p
ush
_to_p
ull_Th
e_n
ext_fron
tier_of_in
no
vation
_16
4
What about inviting people in
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
How much do you share publicly
http
jarche
com
20
15
01
are-yo
u-p
repared
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalbergfacilitationmoderation-of-meetingshttpwwwslidesharenetfrankcalbergemail-tips
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 2
Should a person do1 specialized job or
do different types of work
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
In a sense the crowning accomplishment of the hierarchy and its management processes is
the enterprise on autopilot
everyone ideally situated as a cog whirring on a steady unthinking and predictable machine
John Kotter
httpblogshbrorgkotter201105two-structures-one-organizatiohtml
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
An assembly line
http
smed
iaford
com
con
tentfo
rdm
ediafn
ause
nfeatu
resgame
-chan
ger--10
0th
-ann
iversary-of-th
e-mo
ving-asse
mb
ly-lineh
tml
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
http
ww
wja
nb
osch
co
mJ
an_
Bo
sch
Pre
se
nta
tions_
filesE
SA
201
0-K
eyn
ote
Someone elsersquos job
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Malone Thomas W The Future of Work p 53
Specialization prevents people from doing
more jobs which could create more value
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Whether contributing to a blog working on an open source project or sharing advice in a forum people choose to work on the things that interest them Everyone is an independent contractor
Gary Hamel
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalbergtips-to-increase-motivationhttpwwwslidesharenetfrankcalbergwhat-is-the-company-purpose
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 3
What if people haveno titles and what if there
is no formal hierarchy
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
In large organizations resources
get allocated top-down
httpblogswsjcommanagement20090324the-facebook-generation-vs-the-fortune-500
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Imagine if there was only 1 venture capital company in the world and it was led by well letrsquos say Bill Gates How much innovation would we have if there was only 1 place to go for funding
And yet inside most organizations there is only 1 place to go for funding and that is up the chain of command
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
httpmixmashuporgblogmix-mashup-live-blog
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
What happens over time is you end up with many people in leadership positions who arenrsquot actually leaders Theyrsquore there because they had good political skills theyrsquore there because they had connections theyrsquore there because they added value last year or 5 years ago
But theyrsquore not there because they are true leaders and individuals that people want to follow
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
SourceConversation between Terri Kelly and Gary Hamelhttpyoutube47yk2upT7tM
People who work for Gore have no titles
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Those closest to the front line are going to be
better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands
Peter Russian
httpwwwmixhackathonorghackathoncontributionhow-leaders-and-managers-see-their-purposehttpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
At Red Hat the software company the
strategy making process is open to the entire organization
It is a company-wide conversation
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolutionhttpyoutube5sddabEDuvw
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
People have no titles There is no formal hierarchy
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalberg3-ways-of-organizinghttpwwwslidesharenetfrankcalberggood-leadershiphttpsdeliciouscomfrankcalbergcrowdfunding
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 4
What if creativity isas important as efficiency
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Hierarchies are useful They let us sort work into departments product divisions regions and the like with expertise time-tested procedures and clear reporting relationships and accountability so that we can do what we know how to do with efficiency predictability and effectiveness
Hierarchies are directed by familiar managerial processes for planning budgeting defining jobs hiring and firing and measuring results
httphbrorg201211acceleratear2
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
The management model that predominates in most organizations has its roots in the early 20th century
At that time management innovators were focused on
the challenge of achieving efficiency at scale Their
solution was the bureaucratic organization with its emphasis on standardization specialization hierarchy conformance and control
httpwwwmanagementexchangecomblogm-prizemanagement-20-challenge
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Organizations were built around principles that deify conformance control alignment discipline and efficiency
The principles that organizations
have at their core are antithetical to innovation
Gary Hamel
httpwwwforbescomsitesstevedenning20121204gary-hamel-on-innovating-innovation
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenrsquot designed for the task at hand
httphbrorg200003meeting-the-challenge-of-disruptive-changear7
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
httpblogshbrorgkotter201105two-structures-one-organizatiohtmlhttphbrorg201211acceleratear1
John Kotter
The successful organization of the future will have 2 organizational structures 1 A hierarchy2 A more teaming egalitarian and adaptive network
Both are designed and purposive While the hierarchy is as
important as it has always been for optimizing work the network is where big change happens It allows a company to more
easily spot big opportunities and then change itself to grab them
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalbergcreativity-exerciseshttpissuucomfrankcalbergdocsbrainstormingdisneyhttpwwwslidesharenetfrankcalbergsix-thinking-hats-9989762httpwwwslidesharenetfrankcalbergbrainstorming-the-scamper-method
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 5
What if people try their ideas out
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Because strategic planning generally happens annually it shares the same shortcomings for companies as for countries with centrally planned economies misallocation of resources when market conditions change and difficulty responding to changed realities
httpsloanreviewmiteduarticlehow-strategic-is-your-board
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
In an era that demands you leverage the benefits of unpredictability you need to create a culture of hypothesis-testing and quickly change course based on results
httpwwwinccomFirst-Round-Reviewletting-go-of-efficiency-can-accelerate-your-companyhtml
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
experiments require short-term losses for long-term gains Experiments require short-term
losses for long-term gains
httphbrorg201004column-why-businesses-dont-experimentar1
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
httpwwwmanagementexchangecomhack22quests22-organizing-principles
A person who is excited about
an idea tries it out
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergstrategy-paradoxes-3551177
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Question 6
What if people take decisions themselves
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Top-down control-based hierarchical structures discourage individual initiative and reduce autonomy
httpwwwmixhackathonorghackathoncontribution12-enemies-organizational-adaptability
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Instead of organizing hierarchically and with different functions organize cross functionally in project teams that change every 2 ndash 10 weeks
For each project a team member is selected as the lead who is responsible for delivering the project
This enables every person to experience leading a team throughout the year
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
httpblog7geesecom20121205learn-from-yammer-and-become-an-adaptive-tech-company
In an adaptive organization the decision-making is pushed to the edges This reduces communication barriers and empowers the employees on the front-line to make decisions
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Supercell is organized as a collection of small independent teams called cells tasked with developing new games or building new deep features for existing games
Cells have complete autonomy in terms of how they organize themselves prioritize ideas distribute work and determine what they ultimately produce The company as a whole is merely an aggregation of these cells a Supercell
httpblogidonethiscompost48277151394least-powerful-ceo
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
At a plant of General Electric in Durham North Carolina USA a plant that does the final assembly for the largest jet engines in the world they have
400 employees and 1 plant manager
So those employees are doing for example production scheduling quality control and training ndashtasks that historically we saw as managerial work
httpknowledgeckgsbeducn20141215china-business-strategythe-gary-hamel-interview-unleashing-another-revolution
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
1 PurposeWhat is meaningful
2 MasteryThe urge to get better
3 AutonomyThe desire to be self directed
3 factors lead to better performance and personal satisfaction
Daniel Pink
httpwwwyoutubecomwatchv=u6XAPnuFjJc
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Leaders are chosen by people they lead The span of control is 400 to 1 or greater Compensation decisions are peer based
httpyoutube5sddabEDuvw
Initiatives for you to try
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Further inspiration
httpwwwslidesharenetfrankcalbergquestions-to-discover-your-valueshttpwwwslidesharenetfrankcalbergvalues-43202941httpwwwslidesharenetfrankcalberghow-are-people-paid-for-what-they-dohttpwwwslidesharenetfrankcalberginputs-to-become-more-agilehttpwwwslidesharenetfrankcalbergpower-distance-34895063httpwwwslidesharenetfrankcalbergpower-to-the-people-34722633httpwwwslidesharenetfrankcalbergquestions-about-organization
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day
Serve yourself pay what you think is fair
When you give a tip pay donate you help to1 keep content openly accessible for anyone2 keep content free of advertisements3 support ongoing development - including
updates to existing content as well as creation of new content
httpwwwfrankcalbergcomthankyou
Thank you for your interest For further inspiration and personalized services please feel welcome to visit httpfrankcalbergcom
Have a great day