Structure

All posts tagged with 'structure'.

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'

For generations, organizational structures haven been heavily influenced, if not defined by, the idea of bureaucracy: a centrally controlled method of managing sprawling lattices of teams.

Chris Fussel in 'One Mission'

Fabio Walser March 26. 2019 X-board: 'One Mission'

Today's organizations clearly face new types of interconnected and complex environments; therefore, they require an organizational model designed to handle such complexity. That is the challenge of our time.

Chris Fussel in 'One Mission'

Fabio Walser March 25. 2019 X-board: 'One Mission'

Anyone still convinced that the organizational structures and leadership models of the twentieth century will magically work in today's exponentially more complex world will quickly encounter inconvenient truths.

Chris Fussel in 'One Mission'

Fabio Walser March 24. 2019 X-board: 'One Mission'

We had become not a well-oiled machine, but an adaptable, complex organism, constantly twisting, turning, and learning to overwhelm our protean adversary.

Stanley McChrystal in 'Team of Teams'

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

Our thinking had become smarter, and our execution more nimble. We were learning and adapting quicker than the enemy and–finally–hitting them faster than they could regenerate.

Stanley McChrystal in 'Team of Teams'

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

We were now amorphous and organic, supported by crisscrossing bonds of trust and communication that decades of managers might have labeled as inefficient, redundant, or chaotic.

Stanley McChrystal in 'Team of Teams'

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

We had fused a radical sharing of information with extreme decentralization of decision-making authority.

Stanley McChrystal in 'Team of Teams'

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

Driven by the necessity to keep pace with an agile enemy and a complex environment, we had become adaptable.

Stanley McChrystal in 'Team of Teams'

Fabio Walser August 10. 2018 X-board: 'Team of Teams'

A gardening approach to leadership is anything but passive. The leader acts as an 'Eyes-On, Hands-Off' enabler who creates and maintains an ecosystem in which the organization operates.

Stanley McChrystal in 'Team of Teams'

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

Creating and leading a truly adaptive organization requires building, leading, and maintaining a culture that is flexible but also durable.

Stanley McChrystal in 'Team of Teams'

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

The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization–its structure, processes, and culture–to enable the subordinate components to function with 'smart autonomy'.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 11. 2018 X-board: 'Team of Teams'

The gardener creates an environment in which the plants can flourish. The work done up front, and vigilant maintenance, allow the plants to grow individually, all at the same time.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 6. 2018 X-board: 'Team of Teams'

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'

Page 1 of 5
1
2
3
...
5
→

Structure

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.

For generations, organizational structures haven been heavily influenced, if not defined by, the idea of bureaucracy: a centrally controlled method of managing sprawling lattices of teams.

Today's organizations clearly face new types of interconnected and complex environments; therefore, they require an organizational model designed to handle such complexity. That is the challenge of our time.

Anyone still convinced that the organizational structures and leadership models of the twentieth century will magically work in today's exponentially more complex world will quickly encounter inconvenient truths.

We had become not a well-oiled machine, but an adaptable, complex organism, constantly twisting, turning, and learning to overwhelm our protean adversary.

Our thinking had become smarter, and our execution more nimble. We were learning and adapting quicker than the enemy and–finally–hitting them faster than they could regenerate.

We were now amorphous and organic, supported by crisscrossing bonds of trust and communication that decades of managers might have labeled as inefficient, redundant, or chaotic.

We had fused a radical sharing of information with extreme decentralization of decision-making authority.

Driven by the necessity to keep pace with an agile enemy and a complex environment, we had become adaptable.

A gardening approach to leadership is anything but passive. The leader acts as an 'Eyes-On, Hands-Off' enabler who creates and maintains an ecosystem in which the organization operates.

Creating and leading a truly adaptive organization requires building, leading, and maintaining a culture that is flexible but also durable.

The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization–its structure, processes, and culture–to enable the subordinate components to function with 'smart autonomy'.

The gardener creates an environment in which the plants can flourish. The work done up front, and vigilant maintenance, allow the plants to grow individually, all at the same time.

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.

Search categories

Search the archives