culture + org design

BCG’s research underscores a fundamental shift in the employer-employee dynamic. Today, many people are on the lookout for better job opportunities, and it is time for leaders to start treating their employees like customers. This means companies need to use all their customer-focused capabilities such as deep discovery, sophisticated needs assessm... See more

Meanwhile, our corporations are full of bodies - our offices have become disembodied and mediated via Zoom screens but our teams are still embodied and grappling with new environments.

The body becomes a clearer extension of the organization now that we're playing in emergent territory - the home is now the office and companies are now in the busine... See more

The best executive recruiting in the world starts with you — what you are great at and what you want — and maps that to what the company is looking for.

The English word “company” comes from the French compaigne—the sharing of bread, the same root as “companion.” Interestingly, the oldest Swedish term for business, narings liv, means “nourishment for life,” and the oldest Chinese symbol for business translates as “life meaning.” Perhaps when we rediscover organizations as living systems, we will al

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cohorts deliver unexpected outcomes. And here’s why you should really care about cohorts - businesses and individuals operating in uncertain environments and looking to do new things (“innovation”) need operating principles that enable and empower new outcomes.

Cohorts - inside the organization, outside the organization - are the operating logic of... See more

I also love the point being made in the video above about how people can be a part of culture by just enjoying it, you don’t have to be a model or a ‘somebody’. It connects directly with a conversation I saw playing out on TikTok this week between Rian Phin and a few other folks, who ultimately stated they preferred fashion analysis from outsiders,... See more

Visa’s founding CEO Dee Hock had a realization. He saw clearly that it was “beyond the power of reason to design an organization” capable of coordinating a global network of financial transactions of the sort that had started to develop.7 Yet, he also knew that nature regularly achieves just that. Why, he wondered, couldn’t “a human organization wo

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