Less Strategy, More Structure
Explaining why big, transformative top-down projects never seem to work, and two simple recommendations to fix the glitch: less strategy; more structure.
I lead Organizational Design at Airbnb. Previously: August, Undercurrent.
Explaining why big, transformative top-down projects never seem to work, and two simple recommendations to fix the glitch: less strategy; more structure.
Tesla and vertical integration; hotels and the theory of the firm; Shipt dystopia; Range's newest raise; digital service.
Decentralized justice systems... might be the future of corporate governance?
The truth about most organizations, especially the big ones, is that they're structurally quite fast-moving and dynamic.
One of my last CX races ever was probably my all-time favorite.
The PSX is every bit the hyper-specific cross machine that I’d hoped it would be. It's also much lighter than you'd think.
I've left August to join R/GA. Some reasons why, along with a few thoughts on consulting.
The correct answer to a question about the level of distributed authority doesn't just respond to the will of the people, or to some theoretical norm – it has to be in conversation with the market dynamics of the industry and the company's position in that market.
I'm normally skeptical of any superlative description of a bike frame, but yeah, Ti really does have a glide-y feel to it.
When we surveyed a bunch of organizations, we found that effectiveness was correlated with leadership helping create networks within the org.
Several years and one company ago, I found myself in a mid-project meeting with a group of clients from a large hospitality company. We were sat in an innovation room that could have been plucked directly from the d.School – every single furnishing came from their catalog. Sitting at
When the light changes, bike racing gets...prettier, but sadder.
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