Hi folks, Over the weekend, trusted ambassador Phil Foster sent me some great reading from the founder of Quartz, whose company just surpassed the "magic 150" mark (that is, it now employs more than 150 people). Crossing that threshold marked an inflection point for the organization:
> In retrospect, it’s easy to see why our flat management structure, with limited hierarchical levels and consensus-based decision-making, ceased being as effective as it once was. Too often, our staff was stalled because it wasn’t clear who was responsible for moving a decision forward. Employees craved more feedback and career development than managers in the flat structure had bandwidth to provide. Also, information about and ownership of our strategy, norms, and values weren’t spread adequately across our staff, as our ad hoc approach to internal communications showed its limitations. It's a nice read and, I thought, well worth sharing. Thanks, Phil! B _______________________________________________ Openorg-list mailing list [email protected] https://www.redhat.com/mailman/listinfo/openorg-list
