3 ms·
I find a major problem in very large organizations is the centralization of processes when there is ample budget to establish competing organizations. For exam
by cowardlydragon 11y ago
I find a major problem in very large organizations is the centralization of processes when there is ample budget to establish competing organizations.
For example, clouds and datacenters in large orgs should have three different groups offering competing solutions. If one (inevitably) underperforms, then it gets axed and a new datacenter option is bootstrapped.
- a_c_s 11y agoThere are three main categories for the underperforming group's failure: 1. Structural organization issues: for example, the clients of the underperforming datacenter group play political games that undermine the datacenter group and prevent it from performing well 2. Poor management within the datacenter group itself: for example, employees forced to attend lengthy, unproductive meetings 3. Performance issues with the actual rank-and-file employees So when you decide to 'axe' the underperforming org, what does that entail? You could redistribute everyone, but if the error is category #2 or #3, then you saddle the higher performance groups with the causes of the problem. But if you fire everyone and the problem category #1, now you have to hire a bunch of new people and they are still doomed to failure. How do you solve the problem where the organization needs to be self-aware enough to figure out if it has a category 1, 2 or 3 dysfunction?
- sirkneeland 11y agoThat is an interesting idea but it would need to be refined to avoid some pitfalls. Nokia had competing internal smartphone groups, which led to much internecine corporate warfare but precious little in timely smartphone development