A Quote by Ben Horowitz
Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.
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I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
Anybody who's ever been in a large organization realizes that 'optimizing' is not a word that would often be used to describe any large organization. The reason is that it's full of people, who are complicated.
The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
Large organization is loose organization. Nay, it would be almost as true to say that organization is always disorganization.
In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
The trust and the respect that the whole Rams organization has had for me since they traded for me has meant a lot so I would just like to thank them, the whole organization from top to bottom.
The minister and the priest teach that the organization is greater. No great philosophy has ever come from an organization, but from an individual whose research has been a personal study of God and ITS ways.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.
If you're building a startup or any sort of organization, take a few moments to reflect on the qualities that the people you most enjoy working with embody and the user experience of new people joining your organization, from the offer letter to their first day.
The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.
One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements.
If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.
Traditionally, the role of the individual was to conform to the organization. In the future the organization will have to conform to the needs of the individual.
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