|
|
Accelerate:
…the reality is that the problem is systemic and directly related to the limitations of hierarchy and basic managerial processes.
|
9 |
|
|
Accelerate:
Even in mature organizations, informal networks of change agents frequently operate under the hierarchical radar to making something new happen faster.
|
13 |
|
|
Accelerate:
…very few jobs in traditional hierarchical organizations provide the information and the experience needed to help people becomes leaders.
|
14 |
|
|
Accelerate:
…most complex perspectives and skills are developed on the job, not in the classroom.
|
14 |
|
|
Accelerate:
Innovation requires risks, people who are willing to think outside their boxes, perspectives from multiple silos, and more.
|
15 |
|
|
Accelerate:
Management-driven hierarchies are built to minimize risk and keep people in their boxes and silos. To change this more than incrementally is to fight a losing battle.
|
15 |
|
|
Accelerate:
Hierarchies with great management processes and good leaders on top are not built for leaping into a creative future.
|
15 |
|
|
Accelerate:
Although a typical hierarchy tends not to change much from year to year, this type of network typically morphs all the time with ease.
|
20 |
|
|
Accelerate:
In a truly reliable, efficient, agile, and fast enterprise, the network meshes with the more traditional structure…
|
21 |
|
|
Accelerate:
…actions by senior executives clearly signal that the network is not in any way a rogue operation… it is part of a system designed for competing and winning.
|
22 |
