Quotes & Sayings About Organizational Design

The main reason we were close and worked in the way we did was that it was a collaboration that was based on more than just the traditional view of design," Ive says. "We both perceived objects in our environment, and people, and organizational structures intuitively in the same way. Beauty can be conceptual, it can be symbolic, it can stand as testament to progress and what humankind has managed to achieve in the last fifteen years. In that sense, it could represent progress, or it could be something as trivial as the machined face on a screw. That's why we got on well, 'cause we both thought that way. If my contribution was simply to the shapes of things, we wouldn't have spent so much time together. It makes no sense that the CEO of a company this size would spend nearly every lunchtime and big chunks of the afternoon with somebody who just was preoccupied with form. — Brent Schlender

In companies whose wealth is intellectual capital, networks, rather than hierarchies, are the right organizational design. — Thomas A. Stewart

By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check. — Ben Horowitz

Linking the digital and physical worlds in these ways will have profound implications for both. But this future won't be realized unless the Internet of Things learns from the history of the Internet. The open standards and decentralized design of the Internet won out over competing proprietary systems and centralized control by offering fewer obstacles to innovation and growth. This battle has resurfaced with the proliferation of conflicting visions of how devices should communicate. The challenge is primarily organizational, rather then technological, a contest between command-and-control technology and distributed solutions. The Internet of Things demands the latter, and openness will eventually triumph. — Anonymous

Imagine an organization where the physical plant honors the mission, celebrates the employees, shares information, holds people accountable, shapes the outside world's view and helps drive performance. That would be an organization which uses visual management. — Stewart Liff

You should never be able to reverse engineer a company's organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It's you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be. — Eric Schmidt

Today's environment is beginning to threaten today's organizations, finding them seriously deficient in their nervous system design ... The degree of coordination, perception, rational adaptation, etc., which will appear in the next generation of human organizations will drive our present organizational forms, with their clumsy nervous systems, into extinction. — Douglas Engelbart

To grasp organizational life as it is, read novels (!) ... It is my fervent belief that we will never design rational processes that "overcome" such irregularities-don't bother telling that to a consultant. Hence, we should embrace the real, nonrational, nonlinear world with vigor and glee-and develop enterprise and career strategies accordingly. — Tom Peters

The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change. — Fritjof Capra

lack drama. Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don't have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing — Gerald M. Weinberg

The first rule of organizational design is that all organizational designs are bad. — Ben Horowitz

Leaders can create a high productivity level by providing the appropriate organizational structure and job design, and by acknowledging and appreciating hard work. — A. P. J. Abdul Kalam

The organizational design is part of digital strategy management which needs to go neck-in-neck with performance management for improving organizational effectiveness and maturity. — Pearl Zhu