Recently, I have been challenging the traditional hierarchy of organizations. I have found it limiting when trying to develop new collaborative structures internally and externally. I discussed this in a recent blog post, The Uniqueness of Hoshin Kanri. Dan Pink provides a nice example on an empirical basis.
(Video is an excerpt from Daniel Pink’s TED-Global talk of July 2009.) The members of many companies today practice routines related to traditional, formulaic management concepts like “ROI decision making” and “management by results,” but such routines — and the mindsets and organization culture they produce — may not be well suited for today’s crowded, less-predictable marketplaces.
