An important role of middle management and first level supervision was to organize people and control activities. Do this that way by this time. But, Brand U self managed teams and individuals more often are responsible for these activities. So what does Brand U management do now? They manage relationships between processes, projects, and teams …
The virtual team is a project team of Brand U’s that delivers products or services to customers with the external appearance of a single company. A core group usually originates the idea and pulls resources together to actualize the idea. Examples of virtual organizations include special project teams, telecommuting teams, supplier partnerships, global consulting organizations, …
The traditional work ethic implied work was static. A person went to the same place to work each day, had the same duties, had the same boss, and had the same customers. The Brand U workplace can be at home or in an automobile. Duties change depending on customer requirements of the moment. Brand U …
The traditional organization consists of a hierarchy of a general, colonels, majors, captains, lieutenants, and troops. The business equivalent consists of a president, vice-presidents, directors, managers, supervisors, and employees. Work is organized by functional area that is headed by a department manager. Department managers direct areas such as Quality, Engineering, Manufacturing, Accounting, or Sales. In …
In the old command-and-control days, the supervisor and middle manager knew what to do. Roles were defined and expectations were understood. Now, fewer managers are asked to do much more with less. Brand U roles are more fluid. Expectations are higher and often less understood. Some Brand U managers and support specialists are on call …
Someone one said that democracy in action isn’t pretty, but it’s better than the alternatives. That’s pretty much the same with flat organizations. The greatest benefit of the flat organization is that a company can react more quickly to customer and technological changes. Speed, one of the 7 critical Brand U practices, is a critical …
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
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
Basically, the Web and the Internet are Brand U paradigm busters. For example, they’ve changed the balance of power between buyer and seller. The buyer is much more powerful. Think of supply and demand. Where’s the supply and where’s the demand? Think of the employee as the Brand U buyer and the employer as the …