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continuous performance management,
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Creative and Strategic Leadership in Design Orgs—Super-Senior ICs and the Shadow Strategy Team (3rd in a series on Emerging Shape of Design Orgs), Peter Merholz
Peter Merholzpetermerholz.comThe higher one rises in an organization, the more one must be a generalist.
Michael W. Preis • 101 Things I Learned® in Business School (Second Edition)
reliability,
Roger L. Martin • The Design of Business
Where Achievement-Orange views organizations as machines, the dominant metaphor of organizations in Pluralistic-Green is the family.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Achievement-Orange Organizations ratcheted this up another level, achieving results on entirely new orders of magnitude, thanks to three additional breakthroughs: innovation, accountability, and meritocracy.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
solution, of course, is to convert the past experience and expertise of the individual into the expertise of the firm by accepting the similar project, but utilizing a greater proportion of juniors on second-or third-time projects.
David H. Maister • Managing The Professional Service Firm
Maturing the maverick organization: lessons from W.L. Gore - Journal of Organization Design
Mary Tilleylink.springer.com
Rather than relying on individual talents, the firm would need to create more of an institutional reputation, based not only on the “raw” talent of key individuals but on the ability of the firm to bring to bear its collective knowledge derived from past engagements.