Build #51 - rebuilding better, BOS design and discomfort with feedback

Hello,

After the joys of last week’s look back at 50 issues of Build, normal service resumes today. Here’s my round-up of the most interesting things I’ve read recently:

1. Rebuilding better​

Michele Zanini explores some high level directions that might be taken in rebuilding US government organisations after Musk has wreaked havoc. He recognises that refreshing organisations involves a certain amount of trauma, but that trauma needs to be targetted and not last too long.

My take: What caught my eye here was the point about inevitable organisational trauma arising from change and the need to properly think about what follows it. Michele’s examples provide some useful progressive case studies from beyond the narrow tech-centric framing of much organisational design thinking in the start-up space.

2. Designing operating systems​

An article exploring the core components ofr an effective business operating system, including context, possibilities, intent, action and mechanisms for aligning and integrating these elements over time. It explores how these become more complex and fragmented as a business scales, requiring more explicit processes and artefacts to keep coherence across groups.

My take: This article from the brilliant John Cutler is a useful deeper dive into some of the practical theory behind business operating systems. It’s the kind of stuff that most founders don’t think about (and if they have a good COO / integrator they probably don’t need to).

3. Feedback discomfort​

A piece from Gustavo Razzetti about why giving or receiving feedback should involve a degree of discomfort - and why we shouldn’t shy away from this. He argues that feeling is the price we pay for professional growth.

My take: Candid feedback was something that I found difficult for a long term. Since I went independent, I’ve become much less uncomfortable with giving and receiving feedback. That's something I remain curious about, but I’ve really since seen the impact it can have in unlocking new thinking and behaviours in those I work with. It’s also something I see many clients struggle with, despite their stated desire to give better feedback.

That’s it for this week.

Back next Wednesday with a longer piece looking at leadership grip.

best,

-sw

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I help founders turn visions into high performing businesses working as a fractional COO, consultant COO, advisor and coach.