Five OD Things N° 15
An unreasonable amount of meetings; balconies; imaginary time savings; the office spreadsheet person; dinner, approximately 1905.
The core topic of this site: how organizations are put together, why it matters, and what to do when it stops working.
An unreasonable amount of meetings; balconies; imaginary time savings; the office spreadsheet person; dinner, approximately 1905.
Uber's layoff announcement reveals a *very natural* structural problem: teams of one or two.
UPS thinks the trucks, aircraft and hubs should be managed as one system, even when the businesses using them have separate owners.
Eskom fixed more of the grid by taking more of it offline.
Suddenly everyone is thinking about how organizations will be designed in the future. Almost nobody seems to be thinking about how to get from here to there.
Unilever made its businesses easier to run. It also made them easier to leave.
A new beat for Radar: "Did it work?" where we cover org changes a few quarters after they've been announced, and look at the numbers.
A hot one from the "I'm right and you're wrong" beat (sorry for the clickbait headline, but please click
If you've ever been reorg'd and thought "this is bullshit," guess what? You were probably right. In a 2013 McKinsey survey of 2,063 executives, 1,534 had experienced a redesign at their current organization. Among respondents personally involved in one, 21% said the
Code as proposal; Gusto deletes a surprising amount of product development; the coordination problem hiding inside AI productivity; social intelligence; systems thinking remembers its parents.
Volkswagen gave a headhunter an unusual brief: find jobs, somewhere else, for 400 to 500 of its own managers. The headhunter turned it down. "I told them we cannot do it...we do not have 400 executive roles that need filling."
Why internal and external platforms will change the way we organize for the better.
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