Book Titles

In the absence of formal hierarchy, other authority relations… emerge to fill the void.

…appearances can be deceiving: some ostensibly flat, loose, and bottom-up companies and systems turn out to be quite different upon a closer look.

…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.

…there has long been a basic appreciation of empowerment’s ability to make all employees feel that they are an important part of the mission of the company.

When, then, do so many people choose self-employment? Because they value the flexibility, autonomy, sense of fulfillment, and other nonmonetary benefits.

Embracing a new idea just because your competitors have adopted it can be a recipe for disaster.

Linear, planning-based approaches that start with a clear definition of the problem don’t work when the problem itself is vague or flexible.

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