X-board: 'One Mission'

by Chris Fussel

A lack of control means any given action might unintentionally prove dangerously out of line with the long-term interests of the network.

Chris Fussel in 'One Mission'

Fabio Walser May 22. 2021 X-board: 'One Mission'

Networks are best designed for immediate adaptation, not long-term planning.

Chris Fussel in 'One Mission'

Fabio Walser May 23. 2021 X-board: 'One Mission'

Pure network structure remains a poor [...] way of organizing large enterprises for the long term.

Chris Fussel in 'One Mission'

Fabio Walser May 24. 2021 X-board: 'One Mission'

Networks defy centralized control, lack the efficient operation of functional silos, and remove the positive aspects of authority offered by bureaucratic hierarchies.

Chris Fussel in 'One Mission'

Fabio Walser May 25. 2021 X-board: 'One Mission'

[Networks] are complex and ever changing in their structure and produce nonlinear outcomes.

Chris Fussel in 'One Mission'

Fabio Walser May 26. 2021 X-board: 'One Mission'

Bureaucracies [...] provide order and enable the objective, efficient delivery [...], but are plagued by interteam disconnect, with informal, isolated networks forming tribal narratives that may undermine the broader strategy of the enterprise.

Chris Fussel in 'One Mission'

Fabio Walser May 27. 2021 X-board: 'One Mission'

The Task Force adapted certain aspects of networks into its own functionally siloed structure, thereby creating an entirely new hybrid model.

Chris Fussel in 'One Mission'

Fabio Walser May 28. 2021 X-board: 'One Mission'

We maintained the predictable structure of our solid-line hierarchy [...] but the intentional creation of personal relationships among members of the bureaucratically unrelated but functionally interdependent teams allowed us to break down the walls of silos.

Chris Fussel in 'One Mission'

Fabio Walser May 29. 2021 X-board: 'One Mission'

One Mission – the hybrid model

Fabio Walser May 30. 2021 X-board: 'One Mission'

This hybrid structure harnessed the speed and information-sharing capabilities offered by the informal relationships found in networks while retaining the efficiency, reliability, and predictability of a bureaucracy.

Chris Fussel in 'One Mission'

Fabio Walser June 2. 2021 X-board: 'One Mission'

This is the new model and state to which modern, centrally controlled organizations should aspire to if they wish to compete in the twenty-first century.

Chris Fussel in 'One Mission'

Fabio Walser June 3. 2021 X-board: 'One Mission'

An aligning narrative—a story that forces members to choose between small-tribe norms and the mission of the enterprise—was the linchpin in our evolution.

Chris Fussel in 'One Mission'

Fabio Walser June 4. 2021 X-board: 'One Mission'

Relationships over missions, trust over individual accomplishment; slowly, we all started to believe that this was the approach that would bring us the tangible progress we were all there to achieve.

Chris Fussel in 'One Mission'

Fabio Walser June 5. 2021 X-board: 'One Mission'

When an organization is presenting a new narrative to its teams, it’s important to reach out first to the influencers who shape the attitudes and decisions of the organization.

Chris Fussel in 'One Mission'

Fabio Walser June 6. 2021 X-board: 'One Mission'

It is essential that an aligning narrative be targeted at and communicated to these individuals. Without gaining traction with these influencers, change efforts will stall.

Chris Fussel in 'One Mission'

Fabio Walser June 7. 2021 X-board: 'One Mission'

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X-board: 'One Mission'

A lack of control means any given action might unintentionally prove dangerously out of line with the long-term interests of the network.

Networks are best designed for immediate adaptation, not long-term planning.

Pure network structure remains a poor [...] way of organizing large enterprises for the long term.

Networks defy centralized control, lack the efficient operation of functional silos, and remove the positive aspects of authority offered by bureaucratic hierarchies.

[Networks] are complex and ever changing in their structure and produce nonlinear outcomes.

Bureaucracies [...] provide order and enable the objective, efficient delivery [...], but are plagued by interteam disconnect, with informal, isolated networks forming tribal narratives that may undermine the broader strategy of the enterprise.

The Task Force adapted certain aspects of networks into its own functionally siloed structure, thereby creating an entirely new hybrid model.

We maintained the predictable structure of our solid-line hierarchy [...] but the intentional creation of personal relationships among members of the bureaucratically unrelated but functionally interdependent teams allowed us to break down the walls of silos.

One Mission – the hybrid model

This hybrid structure harnessed the speed and information-sharing capabilities offered by the informal relationships found in networks while retaining the efficiency, reliability, and predictability of a bureaucracy.

This is the new model and state to which modern, centrally controlled organizations should aspire to if they wish to compete in the twenty-first century.

An aligning narrative—a story that forces members to choose between small-tribe norms and the mission of the enterprise—was the linchpin in our evolution.

Relationships over missions, trust over individual accomplishment; slowly, we all started to believe that this was the approach that would bring us the tangible progress we were all there to achieve.

When an organization is presenting a new narrative to its teams, it’s important to reach out first to the influencers who shape the attitudes and decisions of the organization.

It is essential that an aligning narrative be targeted at and communicated to these individuals. Without gaining traction with these influencers, change efforts will stall.

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