The most dominant companies are now digital-first. Think Netflix over Blockbuster or iTunes over Tower Records. Aaron Dignan founding partner at TheReady explains in this talk that for future success companies need a purpose, responsive structures and processes to support it, the right people, and (most importantly) how these need to be combined to make products that serve a community larger than any employee or organization.
In today’s digital context organizations face a growing imperative to redesign themselves to move faster, adapt more quickly, facilitate rapid learning, and embrace the dynamic career demands of their people. A growing number of leading organizations are taking the leap of faith to explore, experiment and adapt new ways of organizing and running their operations with the purpose of actively building organizational structures for effective value creation and high-performance in a digital economy.
Authored by Deloitte University Press
As digital transforms the business landscape, the successful organizations will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands.
Article by Deloitte University Press
There is growing excitement about self-management, bossless leadership and new governance models such as Holacracy for structuring and running organizations. The claims are often about the potential of “flat organizations”, which is often put synonymous to “having no hierarchy”. While the idea may seem enticing to many, there is nothing inherently wrong or bad about hierarchy. In fact, hierarchy does not need to disappear from organizations, but it might need to change.
Article by Francesca Pink, Co-Founder QuiShare Fest
As the world becomes more interconnected, value creation is shifting from the individual to the collective. Resilient, high-empathy teams will drive the best business outcomes.
Watch 8 Minute Video by Microsoft
Mostly, when organizations grow at such exponential rates they attempt to fight chaos by (unwillingly) increasing bureaucracy, creating silos, and crumbling the unique aspects that made them successful in the first place. The result: uninspiring workplaces in which people are bored, uninspired, and disengaged. Spotify is renowned for successfully addressing these challenges during their transformation from being the “new kid on the block” to an organization that spans the globe.
Article by Corporate Rebels
In this panel session from the BetterWorks Goal Summit 2016, get answers to the most common questions about implementing objectives and key results (OKRs) directly from the father of OKRs — John Doerr, Chair at KPCB — and BetterWorks CEO Kris Duggan.
Watch 36 Min Video by BetterWorks
In 2015, startup guru Steve Blank made the concept of Organizational Debt popular with his article, “Organizational Debt is like Technical Debt but worse.” In it, he introduced and defined the concept of Organizational Debt as “all the people/culture compromises made to ‘just get it done’ in the early stages of a startup.” In this piece Aaron Dignan from The Ready unpacks how Organizational Debt manifests and what to do about it.