New values colliding with the old

Friday’s Finds:


@CelineSchill“‘I’m only playing devil’s advocate’ and ‘I’m just here to warn you’ should be forbidden sentences. Propose, instead of censoring.”

@tkadlec“Was asked the best advice to give to someone new to web dev. My answer was to get a blog and write about what you learn—no matter how basic. Writing helps clarify your thoughts & increases understanding. It’s one thing to use a technology. It’s another to be able to explain it.” #PKM

@jamienotter“‘The business all around was changing, but the mechanisms to manage and support our employees were stuck in a time warp.’ Adobe’s HR chief”

The genesis of a new way of looking at business: Flow is everything – by @sig

The Organisational Hierarchy is kaput – as single purpose executor of the Business Model it requires reorganisation every time you need to get better, an utterly futile exercise most of the time. Replace it.

Managing is a waste of time. Leadership I need, getting out of bed in the morning I can do myself.

The rise and fall of Wired – by @downes

In times of revolution, the Edge is found where the new science is found. It is found in the underground. It is found in rebellion. It is found at the point of change. It is found where new values collide with old. It is found in new understandings of the world. It is found in new senses of self.

The early Wired tapped all of those pulses. The later Wired does not.

When Marshall McLuhan penned The Medium is the Message, he was tapping into the core of the new understanding of the world on the brink of which we all stood. What he said, in essence, is that the content of the information being transmitted is no more important – and possibly less important – than the means by which the information was transmitted.

Hierarchy is Overrated – by @timkastelle

All of these are examples where everyone is a chief.  The flat organizational structure can work anywhere.  This works best when:

  • The environment is changing rapidly.  Firms organized around small, autonomous teams are much more nimble than large hierarchies.  This makes it easier to respond to change.

  • Your main point of differentiation is innovation.  Firms organized with a flat structure tend to be much more innovative – if this is important strategically, then you should be flat.

  • The organization has a shared purpose.  This is what has carried Second Chance through their tough times – their shared commitment to the women they are helping.  While the objectives may differ, all of the firms discussed here have a strong central purpose as well.

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