Five Org Design Things N° 5
Excess management, Big-biz hiring stall, AI for organizing, Issues at Salesforce, and my thoughts on carve-outs 'n' central services.
How can we get more of what we want, and less of what we don't want, from where we work? How do we do that with intention? How do we allow for emergence?
45 PostsExcess management, Big-biz hiring stall, AI for organizing, Issues at Salesforce, and my thoughts on carve-outs 'n' central services.
I think it's because of org structure and approval processes. Implications for marketing organizations abound.
Researchers examined +200k teams to see how performance is distributed. There's a LOT of poor-performing teams, and a lot more exceptional teams than expected!
Centralization isn't a good thing or a bad thing. It's a pendulum that swings back and forth, and the key is to centralize and decentralize with intention. And to learn from what you've done.
Pace Layers help visualize, distinguish, and discuss different kinds of work and teams within an organization. Here, I bring together a bunch of great thinking into a single construct. Enjoy!
RACI is vague, hard to use, and reinforces the "what the hell is happening here" status quo. DICE is specific, easy to use, and shines a bright light on dysfunction.
Hierarchy lets leaders learn more; it pushes the org to learn about itself, not about customers; it creates busywork. A network of teams is the answer.
Three takeaways: the power of small, coherent teams; speed as a quality of life metric; focusing on the value of the marginal team.
Tesla and vertical integration; hotels and the theory of the firm; Shipt dystopia; Range's newest raise; digital service.