L.E.A.D X-boards

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

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'

Managers who are expected to create and manage cross-functional collaborations or resolve conflicts are increasingly overwhelmed by the noise of day-to-day.

Chris Fussel in 'One Mission'

Fabio Walser March 31. 2019 X-board: 'One Mission'

The overwhelming amount of information moving in today's environment makes being an effective information pump increasingly time-consuming.

Chris Fussel in 'One Mission'

Fabio Walser March 30. 2019 X-board: 'One Mission'

In a bureaucracy, senior leaders are granted authority over tactical units and are expected to play the role of 'information pumps' between units.

Chris Fussel in 'One Mission'

Fabio Walser March 29. 2019 X-board: 'One Mission'

Not only does pure bureaucracy destroy narrative unity, but it also puts people in positions where they cannot keep up with a rapidly changing environment.

Chris Fussel in 'One Mission'

Fabio Walser March 28. 2019 X-board: 'One Mission'

A formalized org chart that doesn't account for human and environmental subjectivity can quickly destroy teams' sense of mission.

Chris Fussel in 'One Mission'

Fabio Walser March 27. 2019 X-board: 'One Mission'

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L.E.A.D X-boards

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.

Managers who are expected to create and manage cross-functional collaborations or resolve conflicts are increasingly overwhelmed by the noise of day-to-day.

The overwhelming amount of information moving in today's environment makes being an effective information pump increasingly time-consuming.

In a bureaucracy, senior leaders are granted authority over tactical units and are expected to play the role of 'information pumps' between units.

Not only does pure bureaucracy destroy narrative unity, but it also puts people in positions where they cannot keep up with a rapidly changing environment.

A formalized org chart that doesn't account for human and environmental subjectivity can quickly destroy teams' sense of mission.

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