The tools that organisations use to achieve their goals are changing rapidly.
And it seems few businesses are satisfied with the speed at which they can make decisions. At the same time, many business functions find themselves needing skills that they would have barely thought about a decade or two ago, such as the need for technology skills in marketing, or big data analytics in finance.
Which begs the question – if the tools and skills required to run a business have changed significantly, then does the organisational structure need to change also? A quick look at many org charts today would show little difference from how the organisation might have looked in 1970.
This was the question I explored in my first contribution to Workflow, a new business management site published by ServiceNow. When speaking with organisations – and particularly those that are undergoing some form of transformation to improve their responsiveness – I constantly hear about the need to tear down silos and improve collaboration. Could it be their org structure is actually working against them? You can read the full story by clicking here.
The story includes an examination of some organisations that are exploring the leading edge of structural readjustment through self-experimentation, such as Zappos and REA Group. I’d also like to offer a big ‘thank you’ to REA Group’s chief inventor Nigel Dalton for sharing his insights into 100 years of management theory.