New Organizational Dynamics
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Market turbulence did not begin with the fall of Lehman Brothers, and it will not end when the global economy recovers. 1 Indeed, a variety of academic studies—using measures such as stock price volatility, the mortality of firms, the persistence of superior performance, the frequency of economic shocks, and the speed of technology dissemination—have concluded that volatility at the firm level increased somewhere between two- and fourfold from the 1970s to the 1990s (see sidebar, “Recommended reading”). <p style="text-align:right;color:#A8A8A8"></p>
If you are a regular reader of the MIX, you probably already have a point of view on the future of management. Indeed, the MIX was created to help accelerate the evolution of management, so chances are you have already bought into the argument that we are going through a period of upheaval that will transform the way we work in organizations in the years ahead. I hope and believe this argument is right. And in future blog posts on this site I will discuss examples of some of the changes in management that are currently underway.
We go wrong with change because we make it a big occasion, not an everyday event. Change is every day, by everybody, always. It's not a big party where you rock up once every couple of years, get totally wasted, and then try to live with the consequences. Yet that tends to be how we approach it, particularly in the public sector. Our favourite change is an organisational or departmental structure change. It doesn't matter what the problem is, this solution fits every time.
Organizational health: The ultimate competitive advantage - McKinsey Quarterly - Organization - Change ManagementIf you’re like most senior executives, you want your organization to be exemplary. But if you’re honest with yourself, you also know that it’s not and that, in fact, you’re not even sure what exemplary means or how you’ll ever get there. Most management writing won’t help: despite the multitude of volumes written on organizational excellence, nothing we’re aware of combines a view on the “steady state” of high, sustainable organizational performance with a dynamic perspective on how companies can transform themselves to achieve it. We’ve tried to fill that gap with our forthcoming book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage (Wiley, June 2011), from which this article is adapted.
I gave a talk last year to a group of TV executives gathered for an annual conference. From the Q&A after, it was clear that for them, the question wasn’t whether the internet was going to alter their business, but about the mode and tempo of that alteration. Against that background, though, they were worried about a much more practical matter: When, they asked, would online video generate enough money to cover their current costs? That kind of question comes up a lot. It’s a tough one to answer, not just because the answer is unlikely to make anybody happy, but because the premise is more important than the question itself. There are two essential bits of background here.
Title: Knowledge Hiding in Organizations (Subscription or fee required.) Authors: Catherine E. Connelly (McMaster University), David Zweig (University of Toronto), Jane Webster (Queen’s University), and John P. Trougakos (University of Toronto) Publisher: Journal of Organizational Behavior
Business Model Innovation – A New Way of Creating and Capturing Value in Organizations | InnovationManagementHow would you shortly describe the main content or cornerstones in Business Model Innovation? - Business Model Innovation is actually really simple: it’s about new ways of creating and capturing value in organizations. Why is that important?
Don Tapscott Author, Don Tapscott. By Don Tapscott Editor’s Note: Mr. Tapscott will take your questions in a live chat on Tuesday, July 12 at 4 p.m.