Topic: Overview

Marc: Thanks so much for agreeing to meet with me to talk about why restructuring is insane. Your words, not mine. Hobart: I stand by them. How long will this take? Marc: Well, how much do you have to say? Hobart (laughing to himself): Okay, we’ll be here awhile. Marc: I know this is a…Read More

Topic: The Goal of Restructuring

Marc: Last time, you were talking about progressive leaders and how those are the kind of leaders who would be interested in a new paradigm. Hobart: That’s right. They are the early adopters, the innovators. The new operating system and the organizational design that goes with it are not for the faint at heart, for…Read More

Topic: The Problem with Vertical Restructuring

Marc: Let’s start today’s discussion on the topic of how organizations currently approach restructuring. Hobart: I call it hierarchical or vertical restructuring. Marc: Because it is focused in the vertical dimension? Hobart: That’s right. It’s about moving boxes around within the hierarchy, which is the vertical dimension. Marc: This expression, moving the boxes around –…Read More

Topic: Rules of the Game

Marc: You were talking last time about playing by new rules of the game as if an organization were a sports team. Hobart: Running an organization is like coaching a sports team. Except, in the case of an organization, the head coaches/senior leaders get to determine which game they want to play. Marc: So, you’re…Read More

Topic: Dual Reporting

Marc: Last time we spoke, we were going to talk about a variation of the vertical game called dual reporting. Hobart: As you wish. Marc: So, what is dual reporting? Hobart: The basic idea of dual reporting is to have a team member report to two bosses. Let’s say you’re a plant engineer. You report…Read More

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