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Why You Need This Book DOUBLE HATS (ONE BOSS IS NOT
This book will appeal to people at different levels ENOUGH). How can you implement double
of management or leadership - those who want hats? Assign competing or parallel
to reshape their culture by enhancing working responsibilities.
practices and in general aiming at greater
organizational effectiveness. Its practical nature This is not a simple division of the cake or a
will appeal to all who want to implement key justification for doing two jobs for the price of
ideas that have the power to transform any one.
organization, without having to embark upon a
massive change management program. At senior level, make double hats a
requirement. Watching a key competitor and
having broader managerial responsibilities at
the same time works very well for them!
Structures
TEAM 365: THE TEAM THAT (ALMOST) SHADOW JOBS. Through shadowing,
DOESN'T MEET. In 'team 365' mode, the knowledge gets spread and extra expertise is
meeting is an occasional event, something that created. It may be a bit counterintuitive when
happens when needed. you implement it for the first time, particularly if
you pay too much attention to the 'Focus
It's not the center of activity for the team. Instead, Police', who will be horrified. But it will pay off.
the emphasis is on the team as a continuous
collaboration structure. Like any other of these 10+10+10 disruptive
ideas, this one has the potential to transform
The meeting is merely a device for occasional the organization into a true knowledge sharing
needs. Literally, Team 365 is always meeting, so one, where the risk of losing corporate I.Q is
it doesn't really need to meet. Well, almost. minimized.
Processes
NET-WORK, NOT MORE TEAMWORK.
Teams are predictable structures. They are INTERNAL CLOCKS. Organizational business
very good for operational delivery, but not so life is rhythmical and cyclical with clocks set
good for strategy or innovation. A certain externally to mark things such as 'quarters' and
degree of 'groupthink' is always present. 'year end'. This tends to orchestrate internal
cycles, but also creates straightjackets.
Putting the net-work before the teamwork
ensures the continuous flow of new ideas. If the You should create your own internal clocks, your
old saying “If you have two people who think own internal game.
the same, fire one of them!” were to be applied
to teams, the world population of teams would
shrink by 50%. DECISIONS PUSHED DOWN (AND IN REAL
TIME). When a decision is made by a
management team in a satisfactory way, it can
SUPPORT FUNCTIONS ARE BUSINESSES create a good feeling of completion and
('MARKET TESTED'). Support functions such achievement. But if that decision could have been
as HR, Finance or IT should survive the market made at a lower level in the organization, then
test. Could they become self-contained completion and feeling good about it don't equal
businesses with their own portfolio of clients? effectiveness.
If the answer is no, chances are you could Push decisions down to the lowest possible level.
outsource all of them. If the answer is yes, don't
let them go.
SCAN FOR TALENT, FIND A JOB. Scanning for
talent and then bringing it into the company should
Behaviors
FACE IT, DON'T EMAIL IT. Reducing email
communication in favor of more direct 'face-to- GO TO SOURCE (AND TURN THE VOLUME
face' contact is in itself a powerful way of DOWN). Invalidated rumors (corporate, project,
transforming the corporate environment and of group, individuals), minor issues and personal or
boosting precious social skills. group fears are reinforced by passing them along.
There is only a fine line between benign rumors
E-mail is as addictive as slot machine and a toxic atmosphere. Also, half-truths have a
gambling, but it has not been recognized as an tendency to spread faster than the real truth.
illness yet.
By constantly decreasing the decibels and going
to the primary source of information to clarify
LESS POWERPOINT, MORE STORIES. issues, you will detox the organization fast and
Stories travel better across the organization you will create a culture of transparency.
than clinical PowerPoint presentations. They
have the power to create organizational glue.
KEEP PROMISES. Keeping promises is a simple
Switching to stories and slide-less behavior that has the power to boost
presentations is a small revolution in itself, but accountability, credibility and trust, all in one. Just
with great positive consequences. imagine for a second that everybody in your
organization kept their promises! It's so simple
that it's easily trivialized.
BE IMPERFECT. To accept and embrace
imperfection and mistakes as a path to 'Keeping promises' as a behavior needs to be
progress means that there will be practical and reinforced by acknowledging it when it happens
visible implications: and by showing the benefits.
ŸAsk for decisions based on imperfect data Virtually no job can be done in isolation. Success,
and the associated risk assessment. any kind of it, depends on somebody else's
By doing this, you can transform the 9. Past as perspective. Some people seem to
organization. Everything from plain manage to use the past as a healthy
management to HR management would be perspective for their own present reality.
completely different. Which is as scary as it is Healthy detachment is one of the best-kept
exciting. secrets.
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