Sublime

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.

The higher up in the organization he goes, the more will his attention be drawn to problems and challenges of the inside rather than to events on the outside.

In every organization, there is a natural tension between the need for expertise and the need to let frontline people make decisions.

The job of the change agent becomes much easier when you stop suggesting that your enterprise take more risks. Instead, you can carefully identify the real risks and craft an Agile strategy to manage them.

“circle organization,” re-conceiving traditional top management roles in terms of three overlapping circles of activity: “create demand,” “produce product,” and “provide support.”

In light of the corporate scandals of the last decade, some would add that the most obvious shadow of the modern organization is individual and collective greed.

According to two of the most articulate critics of contemporary strategic planning, Gary Hamel of the London Business School and C. K. Prahalad of the University of Michigan: Although strategic planning is billed as a way of becoming more future oriented, most managers, when pressed, will admit that their strategic plans reveal more about today’s

When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.