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  • « The industrial era approach to getting something done is to first create an organization. If something new and different needs to be done, a new and different kind of organizational form needs to be put into effect. Changing the lines of accountability and reporting is the epitome of change in firms. When a new manager enters the picture, the organizational outline is typically changed into a “new” organization. But does changing the organization really change what is done? Does the change actually change anything? »

    tags: management reporting socialgraph work accounting process organizationaldesign

    • As a result, organizational design created two things: the process chart and reporting lines, the hierarchy.
    • As a result, organizational design created two things: the process chart and reporting lines, the hierarchy.
    • As a result, organizational design created two things: the process chart and reporting lines, the hierarchy.
    • As a result, organizational design created two things: the process chart and reporting lines, the hierarchy.
    • An organization is metaphorically still a picture of walls defining who is inside and who is outside a particular box.
    • In creative, knowledge based work it is increasingly difficult to know the best mix of people, capabilities and tasks in advance. In many firms reporting routines are the least important part of communication
    • What then is the use of the organizational theater when it is literally impossible to define the organization before we actually do something?
    • The new management task is to make possible a very easy and very fast emergent formation of groups and to make it as easy as possible for the best contributions from the whole network to find the applicable tasks, without knowing beforehand who knows.
    • Instead of the topology of organizational boxes that are still often the visual representation of work, the architecture of work is a live social graph of networked interdependence and accountability.

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