In a New York Times interview Andrew M. Thompson, co-founder and C.E.O of Proteus, spoke about how he advances the capability of his company by creating and maintaining what he calls “ a leadership culture as opposed to a management culture.” As Andrew noted, “culture in our company is a really big deal, and we [...]
Archive for the ‘organizational design’ Category
Hidden Lessons in Leadership #29
Posted in Leadership, organizational design, Quality, Relationships, tagged Culture, human spirit, Leadership, Learning, organizational design, partnership, Quality, relationships on September 24, 2011 | Leave a Comment »
Mistaken Solution
Posted in Leadership, Management, organizational design, Problem Solving, Systems Thinking, tagged Decision-making, Leadership, Learning, management, organizational design, Quality, relationships, Systems Thinking on August 26, 2011 | Leave a Comment »
A story told by Jay Goltz to illustrate his strategy for learning from mistakes highlights common errors that many business managers and owners commit. Though Jay’s story takes place in one of his small businesses these errors are indeed common and committed regularly by managers in both small and large companies.
Hidden Lessons in Leadership #23
Posted in Leadership, Management, organizational design, Relationships, tagged Development of Self, human spirit, Leadership, organizational design, partnership, relationships, Systems Thinking on April 10, 2011 | 3 Comments »
With technology begetting more technology, innovation appears to be increasing at an increasing rate. Consequently in many industries, if a business is not cutting edge, it may not be too long before it fails to make the cut. Accordingly business managers/leaders have a corresponding need to foster creativity within the organization toward realizing more innovation [...]
Growing Out of Capability
Posted in Leadership, organizational design, Progress, tagged Business of business, Complexity, human spirit, Leadership, Learning, management, organizational design, Progress, Quality, Systems Thinking on December 4, 2010 | 1 Comment »
As a business enterprise grows the more people it employs and correspondingly it comprises greater diversity in skill and knowledge. In short, the enterprise becomes more complex. Unfortunately all too often as it grows a shift in the businesses’ purpose-in-practice occurs, especially if it becomes a publically traded business. Yes of course Wall Street adds [...]
Leading the Bottom from the Top
Posted in Leadership, organizational design, tagged Business of business, Complexity, human spirit, Leadership, management, organizational design, Systems Thinking on November 19, 2010 | 1 Comment »
Leading from the top presents many challenges—you could also think of these as responsibilities—that have an impact on the viability of the enterprise. How do you maintain the energy that supported the growth of the business from its inception? Whether the enterprise is new or old, this challenge is the same.
Organizing for Learning
Posted in organizational design, Progress, Quality, tagged human spirit, Leadership, Learning, management, organizational design, Progress, Quality, relationships on October 24, 2010 | 4 Comments »
Most all organizations learn at some level, as people gain experience in doing what it is they do. This however does not make all organizations learning organizations. More often than not the way the enterprise is organized and managed becomes the greatest impediment to it unfolding the potential that lies within—to it continually learning, to [...]
Of Fades and Failures
Posted in organizational design, Quality, Systems Thinking, tagged Business of business, Change, Leadership, management, organizational design, Quality, Systems Thinking, Variation on September 27, 2010 | Leave a Comment »
Why is it that many great ideas for improving how we manage our organizations become fades and ultimately fade away? Fades and failures were frequently seen during the 1980′s and early 1990′s when many top-level executives sought to colonize—but not adapt to—the principles of quality management. They wanted the benefits of quality but not its [...]
People’s Ideas Mean Business
Posted in Leadership, organizational design, Progress, Quality, Relationships, Systems Thinking, tagged Business of business, Change, Development of Self, Ethical Principles, human spirit, Leadership, management, organizational design, partnership, Progress, Quality, relationships, Systems Thinking on August 26, 2010 | 7 Comments »
A business enterprise begins with someone’s idea to provide a product or service. As demand for its products and/or services increases, the business grows. With growth in demand often comes an increase in the number of people performing the work of the business and with this there is the added responsibility of managing the people [...]
Innovation Requires Being Creative
Posted in Leadership, organizational design, tagged Business of business, human spirit, Leadership, Learning, organizational design, Quality on July 20, 2010 | 5 Comments »
A 2008 New York Times article told of how G.M. sacrificed innovation for profits. The article stated “G.M.’s biggest failing, reflected in a clear pattern over recent decades, has been its inability to strike a balance between those inside the company who pushed for innovation ahead of the curve, and the finance executives who worried [...]
When Order Means Control
Posted in organizational design, Quality, Systems Thinking, tagged Business of business, Complexity, organizational design, Systems Thinking on June 17, 2010 | 13 Comments »
Since we organize to serve a purpose, our sense of order is context dependent, not an absolute. In other words, while everything could be in order, the order in which each is in is not the same—all order is not the same order. For example, the order of my desk suits my purposes and the [...]
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