Great read John. This is why I believe mapping (people based) knowledge networks is key to the success of knowledge management and employee enablement aims.
Most of the organisations follow the very same waterfall org structure still. Agile culture is a must in new age organisations, to be future ready, and org chart must change too to show the commitment among the teams, to know who are the real leaders, to enable synergy and collaboration.
You must remember, Jack Welch's advice about Buerarcy - it protects the organization from the incompetent. In our mission-critical software intensive system of systems in defense and space, with may dozens of team spreads sometime around the world, individual, managers, leader, and the customer are all on the same page sharing the same goal - which is a banner 60 feet long and 20 feet high in the lobby of our building -- 100% Mission Success!
Now this may be unique for many in some domains, but can be replicated and is replicated in our subcontractors.
This starts with the Program Manager, who is accountable for all the work.
Great read John. This is why I believe mapping (people based) knowledge networks is key to the success of knowledge management and employee enablement aims.
Most of the organisations follow the very same waterfall org structure still. Agile culture is a must in new age organisations, to be future ready, and org chart must change too to show the commitment among the teams, to know who are the real leaders, to enable synergy and collaboration.
Hmm... yes and no. Organisation charts are the 'original' constraints - disabling and enabling: https://www.linkedin.com/posts/antlerboy_organisation-management-enterprisearchitecture-activity-6762640506850811904-Hc7B
You must remember, Jack Welch's advice about Buerarcy - it protects the organization from the incompetent. In our mission-critical software intensive system of systems in defense and space, with may dozens of team spreads sometime around the world, individual, managers, leader, and the customer are all on the same page sharing the same goal - which is a banner 60 feet long and 20 feet high in the lobby of our building -- 100% Mission Success!
Now this may be unique for many in some domains, but can be replicated and is replicated in our subcontractors.
This starts with the Program Manager, who is accountable for all the work.
Take a look at
https://www.slideshare.net/galleman/making-the-impossible-possible-11761602
and the book
https://www.amazon.com/Making-Impossible-Possible-Extraordinary-Performance/dp/1576753905
I'd suggest that Helitropic Abundance - the basis of our success - can be applied on any project