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The fewer people, the smaller, the less activity inside, the more nearly perfect is the organization in terms of its only reason for existence: the service to the environment.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
Systems leaders are trusted actors who help many people to collaborate to address wicked policy problems. These policy problems resist simple solutions by a few powerful actors in one center of government
II. Challenge
Systems change is disruptive to the usual ways of thinking and acting, which means that systems leadership is... See more
There is a natural tendency for people in such staff functions, often with the best of intentions, to prove their worth by finding ways to “add value”, devising rules and procedures, building up expertise, finding new problems to solve. Ultimately, they concentrate power and decision-making away from the frontline. People there feel disempowered:
... See moreFrederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Finally, effective coordination requires governance, learning, and adaptation. Governance defines how the system evolves by determining what behaviors are encouraged or restricted and how actors are nudged toward the right behaviors.
Sangeet Paul Choudary • Reshuffle: Who wins when AI restacks the knowledge economy
individual actor loops in “Tragedy of…
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Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
As a leader, this should make you ask the following questions: When you create plans, do you treat them as “finished,” something ready for performance, for execution in operation? Do you expect a “Yes, Admiral” reply? Or, do you treat plans as your first, best guess of what to do, why to do it, and how to get it done? Do you invite challenges to
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
According to Shewhart’s Statistical Process Control, managers shouldn’t waste their time trying to fix every single problem. Instead, they should identify which ones can be predicted and fix them. Identify the ones that will likely never happen again and don’t make knee-jerk decisions. As a result, managers can spend their time on things they can
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
innovation. An enterprise must not only create its future conditions of success but also must undo its previous ones.