tag:blogger.com,1999:blog-20646966.post3654752367976480191..comments2009-02-05T11:51:40.927-08:00Brucehttp://www.blogger.com/profile/17924943461128606986noreply@blogger.comBlogger5125tag:blogger.com,1999:blog-20646966.post-79332193714622579942009-02-04T18:03:00.000-08:002009-02-04T18:03:00.000-08:00Wow, this is interesting. I'm tempted to try this with my company. <BR/><BR/>Regards,<BR/>Rick Cogley<BR/>TokyoRick Cogleyhttp://www.blogger.com/profile/11564597247424411527noreply@blogger.comtag:blogger.com,1999:blog-20646966.post-20567414468249056622008-08-24T05:45:00.000-07:002008-08-24T05:45:00.000-07:00Hi there Bruce and Jon,<BR/><BR/>This post really helped me in researching and writing a piece on collaboration – thank you very much! I’ve tried to ping this post from my own blog, but I’m not sure how reliable pingback/trackback is, so I thought I’d say hello the old fashioned way!<BR/><BR/>btw, my piece is called 'The Tension in Collaboration’ and is online at; <BR/><BR/>http://www.fourgroups.com/blog/archives/24/the-tension-in-collaboration/<BR/><BR/>Best wishes,<BR/><BR/>BruceBruce Lewinhttp://www.fourgroups.com/blognoreply@blogger.comtag:blogger.com,1999:blog-20646966.post-32667948324078424442008-08-03T12:39:00.000-07:002008-08-03T12:39:00.000-07:00sorry.... but I disagree. These rules are following in the same downward spiral as most failed management thinking. With such strict guidelines on numbers of people, percentages of ownership, etc, etc, there is no way that these rules can be easily applied across multiple organizations. These numbers may work well for one organization, while another may require a drastically different set of numbers to be successful. My point is that, the organization should be tailored to the goals of the organization and not to an organizational structure itself. When too much focus is on how to mold a team or company into a certain structure, a lot of what the employees actually need to be successful is lost.<BR/><BR/>Instead, I recommend evaluating the goals of the company. Finding a clear set of goals and finding specific talents of employees to start meeting those goals. Once this has been reached, the organizational structure begins to become clear on it's own and the use of layers of management or lack therof becomes obvious.Josh Maherhttp://joshuamaher.comnoreply@blogger.comtag:blogger.com,1999:blog-20646966.post-33912434746440908772008-07-21T06:41:00.000-07:002008-07-21T06:41:00.000-07:00I have to say - there is one major hurdle with this approach - people. Like many of your readers, I am a leader in IT - in my team (which I inherited totally - ie, none are my personal hires) there are 2 people who would work well in this organization type. The others? No chance. They need motivation - the require motivation, they need people to get behind them and provide them with the impetus they need to get their work done. Whilst they may work on 'projects of choice' - life is not made up of that. If work was that enjoyable, I could pay less :D<BR/><BR/>Anyway, Whilst it is a good concept, I don't believe it could work in a practical setting with other than an exceptional group of employees.Drewe Zankihttp://www.blogger.com/profile/12506752511439509824noreply@blogger.comtag:blogger.com,1999:blog-20646966.post-39197119272577472122008-07-18T20:20:00.000-07:002008-07-18T20:20:00.000-07:00Are there any companies actually set up like this?Nick Molnarneekolas.tumblr.comnoreply@blogger.com