Corporate culture

All posts tagged with 'corporate culture'.

Individuals and teams closest to the problem, armed with unprecedented levels of insights from across the network, offer the best ability to decide and act decisively.

Stanley McChrystal in 'Team of Teams'

Fabio Walser May 4. 2018 X-board: 'Team of Teams'

Effective adaptation to emerging threats and opportunities requires the disciplined practice of empowered execution.

Stanley McChrystal in 'Team of Teams'

Fabio Walser May 1. 2018 X-board: 'Team of Teams'

Traditionally, organizations have implemented as much control over subordinates as technology physically allowed.

Stanley McChrystal in 'Team of Teams'

Fabio Walser April 23. 2018 X-board: 'Team of Teams'

Shared consciousness meant that people at every level on our org chart now enjoyed access to the kind of perspective once limited to senior leaders.

Stanley McChrystal in 'Team of Teams'

Fabio Walser April 20. 2018 X-board: 'Team of Teams'

We had our leaders provide information so that subordinates, armed with context, understanding, and connectivity, could take the initiative and make decisions.

Stanley McChrystal in 'Team of Teams'

Fabio Walser April 17. 2018 X-board: 'Team of Teams'

Even as speed increased and we pushed authority further down, the quality of decisions actually went up.

Stanley McChrystal in 'Team of Teams'

Fabio Walser April 7. 2018 X-board: 'Team of Teams'

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor.

Stanley McChrystal in 'Team of Teams'

Fabio Walser April 1. 2018 X-board: 'Team of Teams'

I communicated across the command my thought process on decisions like airstrikes, and told them to make the call. Whoever made the decision, I was always ultimately responsible, and more often than not those below me reached the same conclusion I would have, but this way our team was empowered to do what was needed.

Stanley McChrystal in 'Team of Teams'

Fabio Walser March 27. 2018 X-board: 'Team of Teams'

The wait for my approval was not resulting in any better decisions, and our priority should be reaching the best possible decision that could be made in a time frame that allowed it to be relevant.

Stanley McChrystal in 'Team of Teams'

Fabio Walser March 20. 2018 X-board: 'Team of Teams'

We had built an outstanding team bound together by the oneness of trust and purpose and capable of devising, in real time, brilliant, emerging solutions to complex problems, but we still required every player to get written permission from the coach before passing the ball.

Stanley McChrystal in 'Team of Teams'

Fabio Walser March 13. 2018 X-board: 'Team of Teams'

The requirement to consult me […] was symptomatic of a bureaucracy that, over the years, had grown slower and more convoluted as the world around it had become faster.

Stanley McChrystal in 'Team of Teams'

Fabio Walser March 4. 2018 X-board: 'Team of Teams'

Decisions that senior leaders a few decades prior would have been unable to oversee now required senior approval.

Stanley McChrystal in 'Team of Teams'

Fabio Walser March 2. 2018 X-board: 'Team of Teams'

Our new architecture was shared consciousness, and it consised of two elements: extreme, participatory transparency and the creation of strong internal connectivity across teams.

Stanley McChrystal in 'Team of Teams'

Fabio Walser February 28. 2018 X-board: 'Team of Teams'

Sharing information and creating strong horizontal relationships improves the effectiveness of everything from businesses to governments.

Stanley McChrystal in 'Team of Teams'

Fabio Walser February 26. 2018 X-board: 'Team of Teams'

Together, these two cornerstones–systemic understanding and strong lateral connectivity–grounded shared consciousness.

Stanley McChrystal in 'Team of Teams'

Fabio Walser February 24. 2018 X-board: 'Team of Teams'

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Corporate culture

Individuals and teams closest to the problem, armed with unprecedented levels of insights from across the network, offer the best ability to decide and act decisively.

Effective adaptation to emerging threats and opportunities requires the disciplined practice of empowered execution.

Traditionally, organizations have implemented as much control over subordinates as technology physically allowed.

Shared consciousness meant that people at every level on our org chart now enjoyed access to the kind of perspective once limited to senior leaders.

We had our leaders provide information so that subordinates, armed with context, understanding, and connectivity, could take the initiative and make decisions.

Even as speed increased and we pushed authority further down, the quality of decisions actually went up.

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor.

The wait for my approval was not resulting in any better decisions, and our priority should be reaching the best possible decision that could be made in a time frame that allowed it to be relevant.

We had built an outstanding team bound together by the oneness of trust and purpose and capable of devising, in real time, brilliant, emerging solutions to complex problems, but we still required every player to get written permission from the coach before passing the ball.

The requirement to consult me […] was symptomatic of a bureaucracy that, over the years, had grown slower and more convoluted as the world around it had become faster.

Decisions that senior leaders a few decades prior would have been unable to oversee now required senior approval.

Our new architecture was shared consciousness, and it consised of two elements: extreme, participatory transparency and the creation of strong internal connectivity across teams.

Sharing information and creating strong horizontal relationships improves the effectiveness of everything from businesses to governments.

Together, these two cornerstones–systemic understanding and strong lateral connectivity–grounded shared consciousness.

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