L.E.A.D X-boards

All posts tagged with L.E.A.D X-boards.

These collections of loosely connected points […] are fast becoming a dominant informal organizational model as the technology era affords them the ability to scale at unimaginable speeds.

Chris Fussel in 'One Mission'

Fabio Walser July 15. 2020 X-board: 'One Mission'

Networks are thriving in today's interconnected world.

Chris Fussel in 'One Mission'

Fabio Walser July 12. 2020 X-board: 'One Mission'

Leaders who want to transform their solid-line organizations to better deal with life in the complex quadrant will need a new model.

Chris Fussel in 'One Mission'

Fabio Walser July 8. 2020 X-board: 'One Mission'

A short extract of Chris Fussel's bestselling book One Mission.

One Mission #24

Fabio Walser July 5. 2020 X-board: 'One Mission'

Your challenge is to create an enterprise that is comfortable constantly adapting to the complexity around it, while avoiding constant disruption to the parts of the organization that should remain stable.

Chris Fussel in 'One Mission'

Fabio Walser July 1. 2020 X-board: 'One Mission'

But this 'crisis mode' […] is becoming the new norm. The day-to-day functions of your enterprise are being interrupted at a feverish pace.

Chris Fussel in 'One Mission'

Fabio Walser June 28. 2020 X-board: 'One Mission'

Once the situation passes, a bureaucracy is hardwired to return to its complicated, business-as-usual structures and awaits the next crisis; it is not designed to quickly adapt based on the situation it just encountered.

Chris Fussel in 'One Mission'

Fabio Walser June 24. 2020 X-board: 'One Mission'

In a complex system, each event is its own unique occurrence, and a bureaucracy is quickly overwhelmed. [...] In a complex world, a dependence on quick pattern recognition can prove fatal.

Chris Fussel in 'One Mission'

Fabio Walser June 21. 2020 X-board: 'One Mission'

Publicly listed corporations in the United States have a one-in-three chance of being delisted from the stock exchanges within the next five years, a rate that has increased sixfold in the past forty years. This nonlinear increase is an indicator that far too many companies have had difficulty becoming truly adaptable.

Chris Fussel in 'One Mission'

Fabio Walser April 7. 2019 X-board: 'One Mission'

As we found in the military, complicated systems don't do so well in complex environments.

Chris Fussel in 'One Mission'

Fabio Walser April 6. 2019 X-board: 'One Mission'

Our world, with increasingly widespread access to high-speed information flow and pervasive interconnecting technologies […] is increasing daily in its complexity.

Chris Fussel in 'One Mission'

Fabio Walser April 5. 2019 X-board: 'One Mission'

The speed with which humans within the system can connect and solve emerging issues becomes the limiting factor within the bureaucracy.

Chris Fussel in 'One Mission'

Fabio Walser April 4. 2019 X-board: 'One Mission'

The impersonally ordered bounds of a bureaucracy assume leaders will be able to identify where and when cross-functional collaboration is necessary, then enable that cooperation and interaction. In a complex environment, this expectation compounds anxiety for leaders.

Chris Fussel in 'One Mission'

Fabio Walser April 3. 2019 X-board: 'One Mission'

When you are in a small team at the tactical level—whatever the industry—you are closest to your organization's pressing problem set, and can see or feel solutions either take hold or fail.

Chris Fussel in 'One Mission'

Fabio Walser April 2. 2019 X-board: 'One Mission'

As the level of nose increases, so does the likelihood that leaders will either fail to effectively move information between teams or leave their superiors out of the loop as they scramble to put out the fires.

Chris Fussel in 'One Mission'

Fabio Walser April 1. 2019 X-board: 'One Mission'

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L.E.A.D X-boards

These collections of loosely connected points […] are fast becoming a dominant informal organizational model as the technology era affords them the ability to scale at unimaginable speeds.

Networks are thriving in today's interconnected world.

Leaders who want to transform their solid-line organizations to better deal with life in the complex quadrant will need a new model.

One Mission #24

Your challenge is to create an enterprise that is comfortable constantly adapting to the complexity around it, while avoiding constant disruption to the parts of the organization that should remain stable.

But this 'crisis mode' […] is becoming the new norm. The day-to-day functions of your enterprise are being interrupted at a feverish pace.

Once the situation passes, a bureaucracy is hardwired to return to its complicated, business-as-usual structures and awaits the next crisis; it is not designed to quickly adapt based on the situation it just encountered.

In a complex system, each event is its own unique occurrence, and a bureaucracy is quickly overwhelmed. [...] In a complex world, a dependence on quick pattern recognition can prove fatal.

As we found in the military, complicated systems don't do so well in complex environments.

Our world, with increasingly widespread access to high-speed information flow and pervasive interconnecting technologies […] is increasing daily in its complexity.

The speed with which humans within the system can connect and solve emerging issues becomes the limiting factor within the bureaucracy.

The impersonally ordered bounds of a bureaucracy assume leaders will be able to identify where and when cross-functional collaboration is necessary, then enable that cooperation and interaction. In a complex environment, this expectation compounds anxiety for leaders.

When you are in a small team at the tactical level—whatever the industry—you are closest to your organization's pressing problem set, and can see or feel solutions either take hold or fail.

As the level of nose increases, so does the likelihood that leaders will either fail to effectively move information between teams or leave their superiors out of the loop as they scramble to put out the fires.

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