The hyper social organization. Learning and mistakes. Jason Fried: Why work doesn't happen at work. ONA- Network Analysis. Introduction to Organizational Network Analysis Over the past decade or so significant restructuring efforts have resulted in organizations with fewer hierarchical levels and more permeable functional and organizational boundaries. While hopefully promoting efficiency and flexibility, a byproduct of these restructuring efforts is that coordination and work increasingly occur through informal networks of relationships rather than through formal reporting structures or prescribed work processes. These seemingly invisible webs have become central to performance and strategy execution.
Research shows that appropriate connectivity in networks within organizations can have a substantial impact on performance, learning, and innovation, and benefits also accrue from well-connected networks between organizations. Three important points quickly emerged from the ONA: First, the ONA identified mid-level managers that were critical in terms of information flow within the group.
Lines and Arrows. Erosion of corporate performance. Defining success. A humble confession: I'm bored. As mind-implodingly, soul-suckingly, spirit-munchingly bored of business as Jason Voorhees probably is of Friday the 13th. Let me explain why, via a tiny theory. Porter's five forces, the 5 "C"s of marketing?
Forget it. Does this sound harsh? *GM using bailout money to fight higher fuel standards ( *Banks having destroyed the mortgage title process perhaps irrecoverably ( *Cigarette makers fighting global regulation ( *Marketing by almost literally brainwashing ( You might, then, begin see my point. Of course, I'm not the only one who finds himself brain-crushingly bored of predictable, pedestrian, predatory, pompous, pointless business as usual.