Tag Archives: Organisational Design

Pragmatic Dissonance: Communities of Difference and the Limitations of Consensus

We come together in communities, but are driven apart by our differences: in a systemic view of change, we may need to create the conditions for, and opportunity to, both agree, and dissent. It is unlikely that we will achieve … Continue reading

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The New World of Work is Not Work

Yesterday i ran the first of six sessions in California, exploring aspects of the Social Age: we started by exploring where we go ‘Beyond Organisations’, and today i will move into ‘The Storytelling Leader’, before tackling ‘Innovation & Disruption’, and … Continue reading

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Ecosystem change & Organisational Design [part 1]

Where will we go, beyond Organisations? Much Organisational Design today is based upon outdated principles of collectivism, and effect at scale, through hierarchy and control, in a world that sees the democratisation of innovation, a rebalancing of power, and evolved … Continue reading

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Dual Paradigms of Disruption: System vs Ecosystem Change

This week i’ve been sharing my most recent writing around ‘Black Swans: Disruptions in Power’ at a conference in the US. This work is about types of disruption, the underlying power behind that disruption, and the inability of formal systems … Continue reading

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A State Of Radical Complexity

When the banks collapsed in the last financial crisis, there was a phrase bandied about, that some were ‘too big to fail’. This week i’ve been pondering something of the opposite: are some organisations ‘too big to succeed’. I’m not … Continue reading

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Sketching On The Design Principles For The Socially Dynamic Organisation

A month or two ago i shared ‘Design Principles for the Socially Dynamic Organisation‘, an early sketch of where we could go next in organisational design. I feel we must move beyond a model of organisation that relies on vertical … Continue reading

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Sketching the Socially Dynamic Organisation

A Socially Dynamic Organisation will be fundamentally adapted: not simply a minor reinvention of the current state, but rather a fundamental evolution in organisational design and execution. Not unrelated to the current state, but certainly evolved from it. I shared … Continue reading

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