The DATA BASE for Advances in Information Systems, a publications of ACM’s Special Interest Group on Management Information Systems, has devoted an entire issue to IT Outsourcing. Jens Dibbern, Time Goles, Rudy Hirschheim and Bandula Jayatilaka take over the entire issue for a journal-length review of everything that has been done. One of the interesting things was that they did …
Mintzberg on Developing the Developing World
The previous discussion about Henry Mintzberg’s “Quiet Leadership” led me to read some of his newspaper articles. “Africa’s ‘Best Practices’” is from the Daily Times of Pakistan (March 9,2004), although it has been published elsewhere earlier. Mitzberg asks the important question: do we or even can we develop leaders? Perhaps we don’t develop leaders so much as foster the conditions …
Quiet Leadership
Jon pointed out “Managing Quietly” [Leader to Leader, 12 (Spring 1999): 24-30], one of the few articles by Henry Mintzberg available online. It talks about the fact that the loud, glossy CEOs who become darlings of the business press, do not in fact perform all that well. Quiet leaders, whom you never hear about, do much better. It’s worth a …
Communities of Practice
If people had any idea what real management leadership looked like, the idea of self-managed teams wouldn’t be thought of as anything so radical.
On Successfully Bringing Change to An Organization
Since I’m having a tough time with my case study, I’ll try putting down some things that I think are true about organization change in general. Forrest’s Postulates on Organizational Change
![Employees at Mid-Continent Refinery [ca. 1943 Tulsa, OK (LOC). By John Vachon]](https://i0.wp.com/www.manasclerk.com/wpress/wp-content/uploads/2013/08/2179123915_75b400bf47_o-men-group-Employees-at-Mid-Continent-Refinery-c-1943-Tulsa-OK-LOC-Vachon-John-e1377964113665.jpeg?fit=862%2C519&ssl=1)
Communities of Practice Help Teams and Their Managers Perform Better
Robert McDermott has written an excellent (if aged) introduction for people who don’t yet understand Communities of Practice (CoP). He compares and contrasts them to teams, and describes how a community of practice can complement teams in team-based organizations in a way that the Matrix Organization (“does the Matrix have YOU?”) does not. Matrix organizations are almost always a bad …
How to Break Through the “Impermeable Clay Layer” of Middle Managers
In the last post on implementation, APFG commented that the middle layer in the company is where you have most of the problems. Since almost everyone says this, let’s take a look at why. Let’s admit that it is not always true: the middle layer in a company isn’t always the source of the problems. There are often people at …
Implementation
I’ve avoided talking about implementation for awhile. So let’s get into it! I’ve got some questions and thoughts that I’ll be posting over the next few days about the general problems associated with “implementing RO”. Although I think that the whole idea is kind of whacked. It sounds a bit like “how do we get these people on board with …
More Evidence of the High Failure Rate of Performance Improvement Efforts
Top Consultant, a UK-based operation dealing with consultancies, has an interesting article describing a recent study by the Economist Intelligence Unit and sponsored by Celerant Consulting, an affiliate of Novell. Top-Consultant reports that More than 4 in 10 senior executives surveyed in a major new cross-industry study said that performance improvement initiatives undertaken at their companies over the past three …
Ulysses S. Grant and the Pettiness of Small Bosses
Military organizational experts point out that the war-fighting armies are almost always organized “requisitely” — that is, according to a natural order of hierarchical needs. But it often takes armies that aren’t continually at war to get to that state. An interesting case is that of Ulysses S. Grant. From Ulysses S. Grant:: Soldier & President, in regards to Grant’s …