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Org Structure Isn’t Everything in Org Design
Many competitors do not have much of a design, shaping each of their elements around some imagined “best practice” form. Others will have more coherence but will have aimed their designs at different purposes.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
The idea that coordination, by itself, can be a source of advantage is a very deep principle. It is often underappreciated because people tend to think of coordination in terms of continuing mutual adjustments among agents. Strategic coordination, or coherence, is not ad hoc mutual adjustment. It is coherence imposed on a system by policy and desig
... See moreRichard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
William Malsam • What Is Organization Design? Types, Principles & More
Hierarchies are good at achieving the specific ends they were set up to achieve, but they are not well suited to addressing complex issues that have no readily apparent solution.
David Ehrlichman • Impact Networks: Create Connection, Spark Collaboration, and Catalyze Systemic Change
There are a lot of approaches to organization design, but none are reliable and construct-valid. It ignores how personhood and work are intertwined. In addition, the organization isn't a self-aware social singularity, so employees are differentiated as futuristic cogs who 'energize' themselves autonomously. A strategy that can only focus on one sid... See more
Nathan Snyder • The Problem with Organization Design
In most companies, activity is driven by the org chart. That’s how decisions are made, communicated, and acted on. That’s why it’s hard to scale as a company grows. Deep org charts give structure to huge hierarchies of people, but they’re not great for executing on projects.