Leaderless organization? Is that an oxymoron? A popular work metaphor is the orchestra leader. This person more often than not imposes his/her vision on the group. In Orpheus, the orchestra encourages each player to lead, to be heard and to listen for the common good. This does not mean that members are passive. Orchestra …
Still too new Requires new work behaviors/habits May be out of company loops Requires high technology costs Requires new management styles Difficult to manage results and performance
Develop flexible schedules Lower stress Lower commuting costs Freedom of office interruption/meetings Cut costs Balance work and family life Keep top talent Respond to customer requests 24 hours/day
Trust is earned Trust requires dependability Trust requires open, honest, and direct communication Trust requires ‘walking the talk’ Trust requires commitment to the common good Trust is won Trust requires listening Trust requires mutual respect
The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization. Paul Hersey, Professor
Is fast. Team is adaptable and can morph to changing circumstances. Is small. Team size depends on the team’s objective but usually has critical mass of 3 to 12 people. More people result in a looser focus. Focuses on the project objective. The project team is driven to get the job done and each …
The traditional organizational structure was a pyramid with the Chief Executive Officer at the top. Now, Brand U organizational shapes span the entire spectrum from pyramid, matrix, clusters, and virtual. Organizations are setting up different structures, including: Core processed. Common business wisdom is to focus on core processes and competencies or in other words, stick …
My job is to disturb the system. I give people new ways to think. It’s more a matter of offering people different perspectives and influencing their thinking than trying to drive them. Chris Turner, Xerox Business Systems
Brand U’s want to be more involved and empowered to control their work destinies. Many of us want to be actively involved with our work, to feel what we do is important, and to know we’re important. We don’t want to feel restrained by restrictive organizational practices. Most companies realize this because many of us …
Are people the most critical asset in your organization? Is the need for change communicated well in your organization? Who are your organization’s stakeholders? Who are your internal/external customers? Do you know your customer’s needs and how to satisfy them? How do your customers value your Brand U contributions? What does ‘good’ management mean to …