Saved by Mo Shafieeha and
Org Structure Isn’t Everything in Org Design
A common approach to redesigning companies didn't correlate with success.
McKinsey • Getting organizational redesign right
A corollary of Conway’s Law is that an organization’s structures themselves can be constrained by the architectures that they designed many years earlier. And without intentional action, it’s a Catch-22. “We cannot solve our problems with the same level of thinking we used when we created them,” Einstein said. An example of this antipattern is a mi
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
“This Hierarchy is composed of four distinct components: “The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here.
Michael E. Gerber • The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
I think there is a similar fallacy for how we consider engineering organizations. Many of today’s “best practices” have been drawn from long-established internet companies like Google. However, the problem with copying their current practices on the basis of their success is that most of those companies found near-invincible business models that ba... See more
The magic of software; or, what makes a good engineer also makes a good engineering organization
There are massive coordination costs to company-wide processes, and if you impose too many, chances are your employees and managers will devote their time and headspace to following your processes instead of developing new ideas and getting work done. The benefits of uniformity must also outweigh the benefits of variability, and there aren’t too ma
... See more