Adventures in 21st Century Organizational Design
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The document discusses the evolution of organizational design in the 21st century, advocating for a decentralized, collaborative intelligence structure that fosters innovation and adaptability. It contrasts traditional centralized organizations with 'starfish' organizations that thrive on shared ideologies and collaboration, emphasizing the importance of curiosity and idea-sharing over monetary incentives. It calls for global meetups to encourage collaboration and knowledge exchange among diverse disciplines.
Adventures in 21st Century Organizational Design
- 1. Arik Johnson Adventures in 21st Century Organizational Design Creating a Global Multidisciplinary Intelligence Collaborative
- 4. STOCHASM The Difference Between What You Think You Know And What You Actually Know
- 5. Strategy is a Response to Intelligence
- 6. Unsound Strategy, Policy and Decisions are the Product of an Intelligence Agenda Dictated from Above
- 7. THE BLACK SWAN The Impact of the Highly Improbable The human mind suffers from three ailments as it comes into contact with history, called the triplet of opacity: 1. the illusion of understanding, or how everyone thinks they know what is going on in a world that is more complicated (or random) than they realize; 2. the retrospective distortion, or how we can assess matters only after the fact, as if they were in a rearview mirror (history seems clearer and more organized in history books than in empirical reality); and, 3. the overvaluation of factual information and the handicap of authoritative or learned people, particularly when they create categories – or "Platonify."
- 8. U.S. Intelligence Community Failed to Evolve Unexpected new threats from non-traditional enemies like al Qaeda emerged on the geopolitical stage in the vacuum of America's return to international economic, political and cultural hegemony after the end of the Cold War.
- 9. This was a failure of policy, management, capability, and, above all, a failure of imagination. Thomas S. Kean Chairman, 9/11 Commission The report assumes that there is a single, readily identifiable enemy. This is the routine way of political thinking, that took shape during the Cold War. Anyone with knowledge of the Arab countries and the Muslim world in general would know that this isn‟t the case. Amir Teheri
- 11. INTELLIGENCE 2.0 • The Era of Asymmetric Interpretation • Intelligence 1.0 was focused on acquisition of Competitive Advantage through Asymmetries of Information, usually short-lived and high risk to the firm's reputation and ethics. • Transition to an open source world of "info-glut" where information gaps are increasingly difficult to obtain and interpretation becomes far more important. • Web 2.0 / Enterprise 2.0 makes culture much more important. Everyone in the organization must become casually-engaged as virtual members of the intelligence team.
- 12. Intelligence 2.0 Continuum Includes Both Decisive & Incisive Sensing Decisive Incisive Frame of Reference is the Scanning for Trends, there is Decision no “Decision” to be made Compares Options & Recognize “Pattern Vector” Outcomes of History Recommendations & Trust Implications for the Reader Top-Down Imposition Bottom-Up Exposition Driven by Issues Driven by Trends Decision & Action vs. Outcome is Observation „Nariyuki‟ Itself Factual & Hypothetical Emergent & Skeptical
- 13. Competing head-to-head can be cutthroat especially when markets are flat or growing slowly. Managers caught in this kind of competition almost universally say they dislike it and wish they could find a better alternative. They often know instinctively that innovation is the only way they can break free from the pack. But they simply don‟t know where to begin. Chan Kim and Renee Mauborgne
- 14. THE STARFISH & THE SPIDER The Unstoppable Power of Leaderless Organizations Although spiders and starfish may look alike, starfish have a miraculous quality to them. Cut off the leg of a spider, and you have a seven-legged creature on your hands; cut off its head and you have a dead spider. But cut off the arm of a starfish and it will grow a new one, and the severed arm can grow an entirely new body. Starfish can achieve this feat because, unlike spiders, they are decentralized; every major organ is replicated across each arm. But starfish don‟t just exist in the animal kingdom. Starfish organizations are changing the rules of strategy and competition and are organized on very different principles than we are used to seeing in traditional organizations. Spider organizations are centralized and built around org charts; on the other hand, Starfish organizations tend to organize around a shared worldview or ideology. And the Internet has helped them flourish.
- 15. How do we get our Starfish to the Blue Ocean?
- 16. Is there anything in our world today that kind of reminds you of a Starfish? Scoble’s Social Media Starfish
- 17. What would the circus do?
- 18. Create a “Big Tent” large enough for adjacent analytical disciplines but small enough to maintain a cohesive identity
- 19. Why do some ideas die while others thrive? www.MadetoStick.com
- 20. Quantum Memetic Diffusion - via the - Socio-Semantic Web
- 21. CORNERSTONE PRINCIPLE If the Intelligence Collaborative is not going to be primarily about money, let’s agree not to accept money; results of this structure are manifold: 1. Curiosity is your only credentialing requirement and enthusiasm is your ticket inside 2. Ideas are coin of the realm, not actual coin 3. No interference from governments, suitors or interlocutors 4. No need for budgets, governors, employees, incorporations, assets, sunk costs, monuments to maintain, etc… in other words, no drag 5. Members share and share alike, donating resources when needed, as true collaborators might
- 22. What’s Next? Meeting Face-to-Face in Metropolitan Centers Worldwide Washington 22 October 2009 Amsterdam 04 November 2009 Shanghai 13 November 2009 Your City Pick a date, topic, venue, sponsors (or go Dutch) Propagating the Meme Facebook LinkedIn Twitter WordPress YouTube More to come… Need help? Feel free to ask: Email: Arik.Johnson@AuroraWDC.com Phone: +1-920-624-2020 Twitter: @ArikJohnson Skype: ArikJohnson