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Even if you find one or more executives with the necessary knowledge, they may well need outside help to move your organization ahead rapidly.

No organization has ever undergone dramatic and comprehensive change without someone somewhere, softly or in a loud voice, taking the lead.

Old conflicts will always give way to new in any organization as long as it is growing or faces resource constraints.

…for difficult challenges organizations tend toward local search. They rely on specialists in a single knowledge domain, and methods that have worked before.

Contrary to popular opinion, the world is not becoming dominated by flatter, even bossless, network organizations.

…the kernel of truth in the bossless company narrative is that sometimes peer organization and peer monitoring beats supervision by middle managers.

…successful organizational design is contingent on features of the product, market, and environment.

Siloing, turf wars, and the like are more easily avoided when teams are organized around projects – rather than on business functions such as marketing, sales, or finance.

…when it comes to organizational structure, there are no one-size-fits-all solutions.

Good bosses design systems and architecture, even those bosses who locate decision-making at lower levels of the organization.