I’m helping out a European bank with some communications work. I know that the secret will be to communicate at the right level. The right level for the role, sure, but also the right level for certain people. It’ll be tough. I know that in the meetings to communicate the vision across and down the organization’s organizations (it’s a bank …
Change Management, IT, Improvisation and What Work Really Is
After recently finishing a gig with a company that has hit a spate of bad luck, both self-inflicted and environmental, I have taken to reading. And as always when I read, I like to meander aimlessly through the thoughts of disparate thinkers who have nothing in common except that they caught my fancy for the moment. So my apologies to …
How Total Quality Management Led to a Totally Failed Management
You would think that when you install a successful total quality management (TQM) program, you would see some great side-effects going throughout the organization. But that’s not always true. Installing any new system is tricky and sometimes doing something “good” leads to performance problems.
Integrity Will Get You Promoted, But Limited Vision Will Get You Fired
Elliott Jaques talks about time span of discretion — the time from a decision to when that work decision comes due — as a way to measure how “big” a role is. This is related to your personal time horizon, how far you can think into the future to handle uncertainty and complexity. Lots of people disagree with it. What’s …
Management Books by Lord Brown Now Free and Online!
Just to let y’all know: the GO Society has finally put up the books by Wilfred Lord Brown, Minister of Health and CEO of Glacier Metals. Lord Brown had a different take on the work that Jaques did for him, and it’s interesting to read an owner’s accounts of how to run a business. The books now online include some …
Redux: Making Your Workplace Like the Village
Let’s take a look at something I wrote awhile back while we wait for Al to come back on! A recent post by Michael Bates, the Tulsa-based urban planning, on the work of Jane Jacobs had me searching for an old post of my own Malcolm Gladwell’s article discussing how companies are trying to look like Jacobs’s description of Greenwich …
Measuring CEOs’ Capacity for Information Complexity (Requisite Organization)
I’m announcing my intention to code the interview Charlie Rose did with Lee Raymond, outgoing CEO of ExxonMobil. Raymond is a remarkable thinker and I believe illustrates strong high-mode characteristics in this interview. What caught my attention was his use of the timespans. He mentioned research that Exxon did into alternative fuels back in the early 1980s. Rose considered that …
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Requisite Organization Case Study: Sustained Double-Digit Growth At Specialty Chemicals Co.
When Tony Stark took Specialty Chemicals – a division of Conglomerate, Inc. – the group had had 0.2% growth over the last seven years. So how did it turn into sustained double-digit growth the year after he arrived?
“Low-Hanging” Means “Pick Last”
It’s odd that an agricultural phrase (“low-hanging fruit”) came into business usage. Most of our business metaphors come from the military. It’s not a good fit. Agriculture would be, I’d reckon. From what I know from talking to successful farmers and gardeners, it’s a hard life full of risk. You have weather, sure, but you also have changes from plot to plot. You don’t just have to worry about which landrace will work on your soil but which will work best when it’s wet in the spring, dry in the summer and wet at harvest. All rice are not the same. You must predict the unpredictable (weather), rally forces to react to outside actions (war, markets, catastrophic atmospheric events), create adequate reserves while not having so much that they go to waste. Most of the time, there aren’t known good decisions. You have to make decisions in uncertainty, relying on the wisdom of the past and your own experience. Even non-modern farming has these issues.
Strategy, Structure, People, Milieu and Markets: The Dangerous Interplay
A common complaint against those of us working with The Law of the Real Boss (or RO or Worklevels, etc.) is that we concentrate too much on the structure of the organization to the exclusion of other important things, such as what the organization actually does. It’s a valid complaint. So let’s talk about how different important elements interact. I …