Becoming the Enablement Vehicle for Others’ Unarticulated Desires

Leaving Yongsan Station. (c) Danleo (CC BY 2.5). Via Wikimedia Commons.

Back when I was working on the GO Society’s book, Organization Design, Levels of Work and Human Capability: Executive Guide, I had the opportunity to spend an Sunday afternoon talking to Julian Fairfield in his early Monday morning. (I love talking to Australia!) He’s an amazing thinker with a wide ranging interest that started years ago on the shopfloor, moved through international consulting…

A Conversation with Luc Hoebeke: Part 2

Here’s part two of my interview with Luc Hoebeke, the Belgian management thinker and author of Making Work Systems Better: A Practitioners Guide. Hoebeke (pronounced, more or less, “HOO-bay-kuh”) is a RO-heretic: he likes General Theory of Bureaucracy and the original work, but thinks pretty poorly of Requisite Organization. See Part 1 for his particular…

Popularize Requisite Organization By Making Money With It


Look, if it works for spammers, maybe Requisite Organization supporters should give it a try. Making money with something is the best way to prove that it works.

What requisite organization gives us is not a replacement for management or business skills, but a way to classify that mysterious “leadership” that seems to change the entire equation. “Good leaders” ar…

The Oral Culture of the Professional Intellectuals: How Consultants Can Learn

At rehearsal of Oliver Twist (Broadway, ca 1912). Bain News Service via Library of Congress.

If professionals have this higher form of knowledge, how it is best transmitted? Most firms want training — “how to” lessons.

But what growing professionals need is learning opportunities.

My wife used to be a professor (before retiring early) and we still hang with young professors. We were at one’s house yesterday for lunch (roast chick with fresh bread: mmmmmm!) and started talking…

Business Consultants vs Professors: Death Cage Match!

Business Consultants and Professors do mix a bit: you get professors becoming consultants or doing consulting in the 20%. (You have to do 80% of your time dedicated to the university, I’ve been told, but you can use the other 20% to do what you want.) And consultants often teach a class or end up just professoring after making their scads of cash.

The HBR book on Knowledge Management has a…

Why You Hate Your Consultant (part 1)

Confusion in Bix. Splash page from

“He’s a know-it-all blowhard!”

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