 |
…appearances can be deceiving: some ostensibly flat, loose, and bottom-up companies and systems turn out to be quite different upon a closer look.
|
045 |
 |
…the design of a company is contingent on the key elements of the business environment – products, markets, technologies, and worker preferences.
|
089 |
 |
…flatter structures can work for companies where no significant amount of coordination is required of managers. But they don’t work for most companies.
|
110 |
 |
When things move fast, companies make fast decisions by delegating decision authority to the person on the spot.
|
125 |
 |
Big companies can certainly become lethargic, paving the way for typically smaller, more agile competitors to ‘disrupt’ them…
|
142 |
 |
Indeed, the traditional hierarchically organized company has remarking staying power.
|
144 |
 |
…the company is indisputably at the center of capitalism.
|
145 |
 |
Distrust of the corporation – and more broadly, the company – goes back a long time.
|
145 |
 |
…the executive defines the company’s purpose and objectives, giving everyone a sense of direction and adding meaning to work.
|
159 |
 |
Like everything else associated with doing business, a company’s structure needs to change with the times as well as in response to unanticipated shocks.
|
179 |
