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Organization architecture
Value is an overused term in business and, as such, it’s becoming meaningless
Value, as usually used, means transactional monetary value. Usually it doesn’t mean intrinsic value, or value per se. For example, […]
Training and culture change. The love affair that ends in tears.
It seems to be very hard for people to get away from the idea that if we just put individuals […]
Teamocracies and Networkracies have different citizens: in-Habitants in team-work, riders in net-work
The old view of the organization is something close to the old concept of a medieval city, where citizenship was […]
Critical Thinking Self-Test: A 10 Point Health Check For Your Organization And Yourself. If any of these are a good picture of your organization, you need to put ‘critical thinking’ in the water supply.
Test yourself, and your organization. Do any of these apply? Doing lots, too fast without thinking. High adrenaline, not sure […]
A simple question will jumpstart your organization into change. It will also save you from months of pain spent reorganizing your people and teams.
The following line will short-cut months of (building) ‘alignment’, integration, reorganization, team building, coalition building, and any situation in which Peter, […]
Write a script, not a strategic plan
If you care about the journey and the place, you need a story. If you have a good, compelling one, […]
3 self-sabotaging mechanisms in organizations
Organizations, like organisms, have embedded mechanisms of survival, of growth and also of self-sabotage. These are 3 self-sabotage systems to […]
Who should be involved in culture change? All inclusive versus going where the energy is.
Many times, in my consulting work, I find myself facing a dilemma: Do I involve many people on the client’s […]
Tell what won’t change – Introducing 1 of my 40 rules of change
In any change programme that any organization wants to start, they will start by thinking of the things that they […]
Hybrid or not hybrid? That’s not the question…
Culture is the new workplace If you want to have a conversation about the future of work, the nature of […]
‘Powered by Viral Change™’: A Social Transformation Platform for the organization of the 21st Century
When we started to work on Viral Change™, as a way to create large scale behavioural and cultural change, and […]
Corporate tribes, intellectual ghettos and open window policies
We talk a lot about silos in organizations usually in the context of Business Units or divisions. But these are not […]
Company structures: aggregate and disaggregate
New organizations, and old ones in the business of transforming themselves, would be better off learning by heart these two […]
The best organizational model is to have more than one under the same roof
Command and control management has fewer friends, and it’s quite terminally ill as well. The heirs are fighting for a piece […]
Many reorganizations based upon ‘structural problems’ have a name and surname behind
We often hear the need to put some order in Division A, or to restructure X and Y by putting […]
8 ways to sabotage the organization
Lessons from the Pre-CIA Simple Sabotage Field Manual (declassified, in case you wonder). This is how it goes: General Interference with […]
For any organizational solution, we bring along extra problems. The system always kicks back.
Attention re-structuralists, strategists and people about to be sold a multi-million pound reorganization solution that will solve all those nasty […]
The Lego and the Jigsaw: two ways to build an organization
In the previous Daily Thoughts posting, I said that successful growth contains the seeds of its failure. Managing the organizational complexity […]
Confronted with dysfunctionality, reorganization as a solution must be the last resort, not the first
Most of our organizational problems are behavioural. Structural answers hardly solve behavioural problems. Amalgamating A and B because A and […]
Not even bottom-up. Certainly not top-down. Lasting organizational change is a polycentric social movement, or it isn’t.
In organizational life we are used to the dichotomy ‘top-down’ and ‘bottom up’, for example, when we talk about change. […]
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