Request: input for blog content
Out of curiosity: which ideas, practices, myths, challenges, opportunities do you want Corporate Rebels to address in any future blog posts?
What do you want us to write about? Curious to hear your thoughts!
I'd be very interested in exploring how learning in progressive companies differs from traditional ones. I've seen in less progressive companies that employees are treated like a planned economy and are developed in a targeted manner without taking into account the interests/strengths of the individual. Or one gets a specific training budget but no possibility to apply what has been learned.
Although I have ideas of a better approach, more detailed insights into the way model companies on the bucket list handle it would be welcome.
I would be interested in articles that cite specific cases where a progressive company has clearly defeated it's non-progressive competitor(s) in the marketplace.
Maybe cases where the progressive organization acquires the non-progressive competitors, or where the non-progressive goes out of business.
Here's my WHY: I have executive friends who don't believe progressive management mindsets are viable in certain industries or economic cycles. With another dozen years to retirement, my childhood friends say, "Not relevant topic for me, so I'll just stay the course, and go with the tried-and-true." Books like Factfulness https://www.amazon.com/Factfulness-Reasons-World-Things-Better/dp/1250107814/ref=asc_df_1250107814/?tag=hyprod-20&linkCode=df0&hvadid=265989256760&hvpos=1o1&hvnetw=g&hvrand=8076447295076535941&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9016565&hvtargid=pla-432996236769&psc=1
say that things are getting better in a world that is traditionally and pervasively top-down, command-and-control hierarchically managed, and grounded in bureaucracy...better than particularism, or nepotism.
So, for all the claims that this VUCA world requires something new, and progressive (participatory management, etc.) my friends don't see that translate into the consistent failure of organizations which stay the course. Rather, they see prosperity, peace, and increased health and sustainability continue. So, I'd like to have more data points indicating there's a clear and eminent danger to business-as-usual. Please show me that.
I would love to find out more examples, people and stories about the liberation of large enterprises.
Toyota BTW is a beautifully complex case. You really need to look beyond the surface. They might seem like they are OCD'ing over the specification of every aspect of their work.
There are marks on the floor that help observe if a worker is on time with the screwing in of every individual bolt as the car moves along the assembly line. If there is a delay, the supervisor must acknowledge if the issue is the worker (more training needed?), or if the specification is wrong (more time? different tools, position, sequence...?).
In fact the thorough measurement is to insure that the company learns and reacts fast, and that the company's knowledge is ingrained in its way of doing things. I find it a beautiful solution to knowledge management.
On the other hand they have pushed efficiency well beyond what I would consider conscious or just, not unlike Amazon.
Hello, very much appreciate your work :)!
I would love to read more about modern organization designs for large traditional corporations, those including massive production and sales forces.
In many traditional large (10.000+) organizations, there is a hype around flattening, decentralizing etc the organization, all in effort to make it more effective, productive in today's dynamic environment as well as making a better place to work (at least I hope the later reason stands :))
It would be great to have in one place the systematic approach on how to go about it: where to start, what process to go through, how to select the appropriate design.. so maybe a little of simple basic things - based on what you have seen how it works in practice.
Some of the stories you write are really deeper and going higher level, advanced and thought provoking and can be extremely useful in various stages of transformations. But there are more and more new people in this who would like to adopt the philosophy and start making changes... Given your experience with real life examples, I find you very relevant and reliable to indicate such roadmaps :)
It could also bee the list of your top recommended references for transforming the organizational structures and making them work...
So: approaches in organization re-design that work, pitfalls, theory that actually proved working etc...
Sorry for longer post :)
Have you already seen these articles on the topic of alternative organization designs:
Hope they provide some more questions to your answers. If not, let me know what you miss.
Thanks for a really quick answer!
The articles you mention are the latest ones that I read and enjoyed.
Maybe I was not clear, it is more about back to basics: Imagine, you are a big traditional production-sales company spread over continents, you are born far from agile and you want to change. Stories of other companies are inspiring you. So, what now, where to start, how to decide, how to manage change... I have in mind many big organizations whose businesses are doing good-great, but they see obvious need to change due to accelerated changes in the market and vision of further growth. There are zilion of models out there. Roadmap on how to nail the one which suits the best is what might be interesting... as well as list of best practical guides, courses, books, articles - whatever you found top resources on your journey.
Hope is more clear now and makes sense...
Thanks for the effort!
In their new book, "Humanocracy", Zanini & Hamel describe how thousands of scientists organized themselves in the Atlas project. This project was to build one of the most important parts of the world's largest-ever machine, CERN's Large Hadron Collider. They organized themselves in a bottom-up structure that relied on peer-to-peer coordination rather than traditional command-and-control. This reminded me of how the former VISA organization was structured. Let me explain how such membership cooperatives work.
In his excellent book Brave New Work, Aaron Dignan asks whether your organisation behaves like traffic lights or roundabouts. These are two very different approaches to busy road intersections. Traffic lights have strict rules, which require no thought or judgement. You go when its green and stop when its red. Roundabouts, on the other hand, are based on agreed principles.
Work is solving other people’s problems. Most progressive companies on our Bucket List think they do that best when structured as networks of teams, rather than hierarchical pyramids. Teams in radically decentralized networks are often self-managed and highly autonomous. And these teams are often very small. They rarely consist of more than 15 people. But why are self-managed teams in these networks typically so small? There are very good reasons.