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"The new year is here and businesses everywhere are in the process of developing, refining or finalizing their strategies for 2012. That said, how many organizations are taking a close, in-depth look at their culture as a basis for driving strategy?"

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We may talk about eliminating hierarchy, but most organizations still have one. Frankly, it's very hard to mobilize limited resources and diverse skills without someone taking charge. That's why hierarchies have existed for thousands of years — from the days of the Pharaohs to the modern corporation.

Yet there's no doubt that hierarchies can be dysfunctional and make it difficult to get things done. As such, we blame them for slowing things down, lowering morale, and choking off innovation.

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"Flatter organizations—those with fewer levels of management—encourage employees to take initiative without needing approval from multiple managers. “Instead of “shifting the responsibility” up the management ladder, flat structures empower employees to take charge, help make decisions and feel responsible for the company’s success,” said Dana Griffin, from Demand Media. In order for this model to succeed, flat structures requires a fully competent staff with likeminded interest in the success of the company."

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"The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).

In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

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"Can your organization work without bosses? In the documentary, Ban the Boss (one hour BBC video) Paul Thomas shows that most organizations can run just fine without bosses, or at least without traditional, hierarchical bosses who tell workers what to do."

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"Empowering workers is considered the acme of enlightened management in the West, where employees are typically looking for independence from their bosses and "ownership" of their jobs. But try to empower employees in China, and you're likely to get the opposite of what you expect. "

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"Management is the least efficient activity in your organization.

Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly. "

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"Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption."

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"In fact studies suggest that the problem with French employees is less that they are work-shy, than that they are poorly managed. According to a report on national competitiveness by the World Economic Forum, the French rank and file has a much stronger work ethic than American, British or Dutch employees. They find great satisfaction in their work, but register profound discontent with the way their firms are run."

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"Technology does not determine social and organizational change, but it does create new opportunity spaces for social innovations like new employment forms. Partial employment for young unemployed people is becoming much easier than before, and truly global task-based work is becoming possible, perhaps for the first time in history."

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"Dans le monde des technologies de l'information, il n'existe peut-être pas de terme aussi galvaudé que celui de "collaboratif". L'information doit nécessairement être (sous contrôle évidemment ) communiquée, diffusée, mise et traitée en commun, partagée tout au long de son cycle de vie. Elle doit pouvoir être traitée par plusieurs personnes interagissant chacun selon son rôle et ses compétences dans un objectif fixé. C'est sa capacité à circuler (rapidement et aisément) qui confère à l'information sa pertinence et son efficacité. Aussi, par définition, peut-on dire que tout système d'information vise à la collaboration. "

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If you judge only by the product outcomes or by Apple's market value, Jobs seems the best decision-maker in the history of consumer products.

But of course, like every other human, his decisions weren't all great.

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"Le social business ne concerne ni la technologie ni la culture d’entreprise. Il s’agit plutôt d’un changement socio-politique historique plus dense, plus large et bien plus fascinant.

Notre vision de la société, de la politique, des relations humaines, de la science, des gouvernements ainsi que des affaires change sont en train de changer. De nouvelles approches font surface. L’apprentissage et l’expression individuelle sont en plein boom. Les valeurs évoluent. Le leadership et l’économie également. Le changement lui-même se transforme : il s’accélère et devient la norme."

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"News flash: Organizations consist of people. How well an organization works depends on how its people interact and work together. Thus, every organization is "social." But so what? How do we make use of this universal fact?

Organizations work top down through social interactions structured around the organization chart, or hierarchy. And they work end to end structured around their business processes. These two dimensions — hierarchy and process — shape the way organizations see the world, its challenges and, more importantly, the portfolio of potential solutions to those challenges. There is nothing wrong with hierarchy or process. They are effective organizational approaches to managing complex operations. "

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"My premise is that management innovation is available from that world of organizational development, as it’s principles and dynamics are closely aligned to Hamel’s suggestion that “activities will still need to be coordinated, individual efforts aligned, objectives decided upon, knowledge disseminated, and resources allocated, but increasingly this work will be distributed out to the periphery“."

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"With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter's people, processes, and anticipated profits. These technologies were making the world's biggest consumer products firm quicker, nimbler, and more responsive."

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"Vincent Chriqui, Directeur général du Centre d'analyse stratégique a rendu public, le rapport du Centre d'analyse stratégique "Le travail et l'emploi dans vingt ans : 5 questions, 2 scénarios, 4 propositions", en présence d'Odile Quentin, Présidente du groupe de travail et de Jean-Denis Combrexelle, Directeur général du Travail."

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"Almost all companies organize people in a hierarchy, and then run well known managerial processes (planning, budgeting, staffing, measuring, etc) with it. We have all seen so many hierarchical org charts — sprawling boxes of letters and arrows arranged in inverted pyramids — and have been through so many budget, planning, and problem solving meetings, that we take all of this as a given, as if it had existed forever. In fact, it hasn't. "

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"The news that Cisco is dismantling its unique structure of councils and boards to reduce bureaucracy presents a cautionary tale and an insight into the true meaning of teamwork and collaboration in organizations."

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"Quand on rencontre des responsables d’entreprises, dans le cadre d’un projet de travail collaboratif, l’idée que « collaboratif = anarchie ou autogestion » revient souvent (même si cette « peur » diminue). Le rôle du top management ne disparaît pas, il va valider les processus collaboratifs de fonctionnement et le périmètre de la collaboration : interne, clients, partenaires… Même si on peut constater une autonomie plus importante : cela veut dire aussi liberté et moyens « de faire ». Mais il est toujours là pour fixer la stratégie et les objectifs de l’entreprise."

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