More on "Network of teams"
I've read your articles in the section "Network of teams" on your website, and I'm interested in more case studies with real transformations and especially in some theoretical approaches which may work for big companies, e.g., platforms organizations. I want to ask you for advice: do you or Joost know other ways on how to build scalable but flat organizations? If yes, where I may read about it? Maybe you've already published something that I missed?
Did you check out these as well:
Joost probably has more on this as it is in line with his PhD research.
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).