Bertrand Duperrin's Library tagged organizationalcharts →  View Popular

It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart."

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Dans toutes les organisations (entreprises, administrations...) les premiers pas du "travail collaboratif" affrontent dès l'entame un véritable cauchemard : l'organigramme desdites organisations !
Le travail collaboratif requiert d'autres structures que nos sempiternelles pyramides fonctionnelles et cloisonnées. En 2004, quand on on parle d'une structure, on pense encore organigramme. Or...

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Who are the effective people you know? They're not just smart and good at what they do. They know how to get things done. In an organization, they know how the system works in ways that aren't written down. They know who really knows what (and that may not be the person with the title). They may not know everything, but they know who knows what. They don't have all the skills and contacts themselves, but they know how to find the key people. In an organization, functional relationships and functional skills are only a part of what makes people successful.

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Instead of the standard “org chart” with a CEO at the top and employees growing down like roots, turn the whole thing upside down. Employees are at the top — they’re the ones who actually get stuff done — and managers are underneath them, helping them to be more effective. (The CEO, who really does nothing, is of course at the bottom.)

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As we found in our social networking field study that Mike Gotta ran, organizations often fret about potential negative impacts of breaking down organizational and, to some extent, social barriers. Some stakeholders wonder whether execs really want borderless discussions among their staffs, whether engineers really want sales people to be able to contact them directly, whether employees will spread poor practices without gatekeepers, etc.

I've come to the conclusion that there is an elephant in the middle of the social software room. The unspoken question that is in the minds of execs is "Does our institutional structure and its information flows and bureaucracy serve a real purpose?

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An employee has a great idea, but needs clearance from his manager and a manager in another department to get the idea over departmental boundaries. That person can directly engage that manager and solve the problem. This contradicts the present model of hierarchies and organization charts in that traditionally the employee would be forced to navigate the branches in an org chart. This obviously depletes time and resources so we’ll consider this waste.
Perhaps the second best use of bottom up communication is that it allows companies to innovate using informal networks. BUP spurs informal networks inside and outside of companies. These informals can consist of employees, suppliers, customers, or other constituents. Typically an employee solves problems within the department or team and requests a manager’s assistance when needed. An informal network may involve a supplier a customer and a VP. A recent IBM podcast references innovation as accidental. It never happens on purpose and it usually doesn’t happen in a formal setting. Furthermore, for the informal setting to work, the right tools and stimuli must be present. This is where we really see how web 2.0 streamlines innovation.

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organizationalcharts problemsolving informalnetworks innovation collaboration management organization

But hierarchies don’t have to remain static … and this is one of the big deficiencies in current models and with the existing tools of organizational design.

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