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!
I guess the first step is to not look at the company as an entity but as a group of people. And to analyze and map the personal agendas of those in charge or that have great influence.
I once was told: if something isn’t working, and hasn’t been working for a while, it’s probably working very well for somebody.
A part from generic issues regarding resistance to change, as well as those regarding lack of leadership skills, I am finding that personal agendas at the too are a huge maker or breaker of the deal.
In other words I’d look for someone (and only by consequence some company, because their leading it), that is in the right mindset to listen and enact the change.
Bottom-up can have mild results, but without top-down sponsorship, the effect you can have outside of your reach/authority is limited. At least it was in my experience in two 200.000 employee companies operating in the complexity of automotive product development.
Haier is a lot, but it is definitely not a normal company. We already spoke about their evolution in strategy, now it's time to focus on the evolution of Haier's organizational model. And especially on how the driving force of that evolution has moved from the CEO to the rest of the organization in order to increase the chances of survival. For Haier, the choice has always been simple; Evolve or Die.
In order to make work more fun, we need to get a few things right. We need to connect like-minded rebels around the world, facilitate knowledge sharing, and challenge one another to radically change the way we work.
Normally, we plan for growth and success—not for depressions, bushfires or the Coronavirus. Yet, about every 5 years (in our experience) there is a significant externality that throws your plans out the window. Over 25 years, examples included the 1997 Asian currency crisis, 9/11, SARS, and the Global Financial Crisis (not to mention tsunamis, or the volcanic ash that cancelled a meeting of our network).