The digital transformation is forcing organizations towards more innovation. Innovation comes from the stimulance part of our brain and requires space in order to achieve our best. Can employees’ freedoms and operational control–as antagonists–have only one winner?
“The boxes-and-arrows approach to organizational design may have outlived its usefulness”, said Phanish Puranam. Over centuries, we have lived in these boxes, our status was defined through the box to which we were dedicated. Is this now all useless?
Globalization, digitalization and many additional themes have become the mega-trend in recent years. Do we still have the connectivity under control or is it more for us–like Peter Kruse said–like with the sorcerer’s apprentice: “I can’t get rid of the spirits which I have called forth“?
In the article “The Science of Organizational Design: Fit between Structure and Coordination”, Richard M. Burton and Børge Obel argue that designing organizations should be scientifically-based and forward-looking. Is this a contradiction in terms or does it fit?
Disruptive innovations through digitalization compel companies to change their orientations and structures. However, big companies find this transformation to be very difficult. How can this work? What makes start-ups better?
Over and over, we hear that the time of the traditional line organizations are coming to an end. Globalization will make leaders dispensable as they do not find the right answers to the increasingly complex environment in our business world. Is this truly the reality or just academic wishful thinking?
Thinking about the new design in IT organizations which meeting the requirements of our customers. We have to rethink and reshape the very fabric of the enterprise–both in its technical processes and its social relationships.
Implementing an agile organizational design means reinventing the power architecture of an organization. Transformations fail because of a lack of willingness upon the part of management to follow this path consistently.