culture + org design
A good brief increases the quality and reduces the quantity of conversation
Meanwhile, our corporations are full of bodies - our offices have become disembodied and mediated via Zoom screens but our teams are still embodied and grappling with new environments.
The body becomes a clearer extension of the organization now that we're playing in emergent territory - the home is now the office and companies are now in the busine... See more
The body becomes a clearer extension of the organization now that we're playing in emergent territory - the home is now the office and companies are now in the busine... See more
Tom Critchlow • LF08 - Embodied Futures
cohorts deliver unexpected outcomes. And here’s why you should really care about cohorts - businesses and individuals operating in uncertain environments and looking to do new things (“innovation”) need operating principles that enable and empower new outcomes.
Cohorts - inside the organization, outside the organization - are the operating logic of... See more
Cohorts - inside the organization, outside the organization - are the operating logic of... See more
Brian Dell • LF11 - Cohort Futures
I also love the point being made in the video above about how people can be a part of culture by just enjoying it, you don’t have to be a model or a ‘somebody’. It connects directly with a conversation I saw playing out on TikTok this week between Rian Phin and a few other folks, who ultimately stated they preferred fashion analysis from outsiders,... See more
That viral LinkedIn post, everyone is suddenly a sportsball maniac, creator economy + vibecession
The English word “company” comes from the French compaigne—the sharing of bread, the same root as “companion.” Interestingly, the oldest Swedish term for business, narings liv, means “nourishment for life,” and the oldest Chinese symbol for business translates as “life meaning.” Perhaps when we rediscover organizations as living systems, we will al
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
Visa’s founding CEO Dee Hock had a realization. He saw clearly that it was “beyond the power of reason to design an organization” capable of coordinating a global network of financial transactions of the sort that had started to develop.7 Yet, he also knew that nature regularly achieves just that. Why, he wondered, couldn’t “a human organization wo
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
Peter Drucker said that “making money for a company is like oxygen for a person; if you don’t have enough of it you’re out of the game.” In other words, profitability is a performance requirement for all businesses, but it is not a purpose. Extending Drucker’s metaphor, companies who take profit as their purpose are like people who think life is ab
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
But, functional divisions grow into fiefdoms, and what was once a convenient division of labor mutates into the “stovepipes” that all but cut off contact between functions. The result: analysis of the most important problems in a company, the complex issues that cross functional lines, becomes a perilous or nonexistent exercise.
