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Emanuele Quintarelli

Emanuele Quintarelli's Public Library

May 23, 16

"The survey results show that over the past 15 years, the amount of procedures, vertical layers, interface structures, coordination bodies, and decision approvals needed in each of those firms has increased by anywhere from 50% to 350%. According to our analysis over a longer time horizon, complicatedness increased by 6.7% a year, on average, over the past five decades.
This complicatedness exacts a heavy price. In the 20% of organizations that are the most complicated, managers spend 40% of their time writing reports and 30% to 60% of it in coordination meetings. That doesn’t leave much time for them to work with their teams. As a result, employees are often misdirected and expend a lot of effort in vain. It’s hardly surprising that employees of these organizations are three times as likely to be disengaged as employees of the rest of the group—or that dissatisfaction at work is so high and productivity so often disappointing."

  • our goal is to maximize the number of employees that believe in the company mission, are passionate about customer service, and believe that this is the right culture for them.
  • he default future for companies under the traditional structure is death. Something like 88% of the companies that were on the Fortune 500 list in 1955 are no longer on that list.
  • The simple fact is that command and control structures do not stand the test of time, but self-organized and self-managed structures (such as cities) are resilient and do stand the test of time

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  • a culture hacking strategy enlists the changemakers and intrapreneurs in the organisation, inviting them to participate in a process of collaborative innovation.

  • the U.S. economy operates at only 18% of its digital potential, and the sort of productivity gains that digital technologies should be enabling are not showing up in the broader economy. Why is that?
  • Digital engagement between companies and their suppliers and customers is five times larger in the leading sectors than in others
  • Some long-established companies including GE and Nike have successfully revamped their operations and strategies to become digital leaders.

  • What really sets the leaders apart, however, is the third category: the degree to which they put digital tools in the hands of their employees to ramp up productivity.
  • companies in leading sectors have workforces that are 13 times more digitally engaged than the rest of the economy
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