I believe that the structure of an organization must be a model of its product and vice versa.
I believe that the structure of an organization must be a model of its product and vice versa. That means there is no such thing as one size fits all. There are two overriding design criteria:
o Does every employee get the information he/she needs to be at optimum, without being distracted by a bunch of irrelevant garbage? That includes the major long-term goals of the organization. The real goals, not the hype. Plot out these lines of communication.
o What structure best couples productive work directly into the goals of the organization? Forget the usual hierarchies. Concentrate on where the work is actually done, not who the corporate officers are. If it looks like a bank and you’re running a blockchain exchange, something is very wrong.
In every effective organization there is a vision keeper. a person of global knowledge who forges a vision of the organization’s direction, products and culture. Usually this person is an extrovert who deliberately seeks out and works with the best ideas. Rarely, this person is the boss. Elon Musk is a good example.
If you don’t know how to optimize the organization structure this way you will waste time and money hiring top talent. You will be harnessing a tractor to a pull toy.
Most of the crap about performance reviews and desktop control panels is no more than an excuse to justify “pure” administrators to a board of money monkeys. There is no such thing as “pure” management. That is content-less management. “A good manager can manage anything” is a destructive myth.
No one can manage a collection of non-linear, stochastic processes. If that’s what you‘ve got to work with, give it up and simplify the business until you have something you can actually do.
Get all this right and all your employees will suddenly look like superstars.
You can’t outhire futility.
