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TODAY’S LEADERS KNOW THAT SPEED and agility are the keys to any company’s success, and yet many are frustrated that their organizations can’t move fast enough to stay competitive. The typical chain of command is too slow; internal resources are too limited; people are already executing beyond normal expectations. As the pace accelerates, how do you inspire people’s energy and creativity? How do you collaborate with customers, vendors, and partners to keep your organization on the cutting edge? What kind of organization matches the speed and complexity that businesses must master—and how do you build that organization? Jim Whitehurst, CEO of Red Hat, one of the world’s most revolutionary companies, shows how open principles of management—based on transparency, participation, and community—reinvent the organization for the fast-paced connected era. Whitehurst gives readers an insider’s look into how an open and innovative organizational model works. He shows how to leverage it to build community, respond quickly to opportunities, harness resources and talent both inside and outside the organization, and inspire, motivate, and empower people at all levels to act with accountability. The Open Organization is a must-read for leaders struggling to adapt their management practices to the values of the digital and social age. Brimming with Whitehurst’s personal stories and candid advice for leading an open organization, as well as with instructive examples from employees and managers at Red Hat and companies such as Google, The Body Shop, and Whole Foods, this book provides the blueprint for reinventing your organization.
This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world's most revolutionary software companies, tells first-hand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and “chief” problem solver to CEO of one of the most open organizational environments he'd ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing—one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? “Adapt or die.” Indeed, the successful company Whitehurst leads—the open source giant Red Hat—has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, “open management” challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the “Social Generation” of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization. By showing how to apply open source methods to everything from structure, management, and strategy to a firm's customer and partner relationships, leaders and teams will now have the tools needed to reach a new level of work. And with that new level of work comes unparalleled success. The Open Organization is your new resource for doing business differently. Get ready to make traditional management thinking obsolete.
What is it that makes certain organizations more successful? Organization design and its management has long been the fixation of leaders and scholars alike. Cracking the code to the perfect organizational ecosystem appears to be the dividing line between great success and mediocrity. The 21st century launched with great volatility and a level of cultural and global diversity unknown by previous generations. This instability demands new approaches and methods for the delivery of products, services and ideas. We can no longer afford to run organizations with 19th and 20th century ideas. The pressures of shifting demographics, culture and technology require new approaches to organizational leadership and structures. Welcome to the era of the Open Organization. The Open Organization: A New Era of Leadership and Organizational Development, by Dr Philip A Foster, is divided into three distinct parts; the first explores the foundations of an Open Organization, covering the evolution of leadership and organization theories from the beginning of known time through to the 21st century; the second discusses the elements of such an organization, presenting the ecosystem of an Open System with its structure, culture and decision-making functions, while the third examines the 21st century organization, questioning ‘who should go Open’ and reviewing the reality of creating this type of organization, understanding control and resistance and addressing the matter of bringing about change.
Provides a diagnostic tool for readers to assess their business model and usher it through a six-stage continuum toward openness. This book also identifies the barriers to creating open business models (such as the not invented here syndrome and the not sold here virus) and explains how to surmount them.
Why are the New Zealand All Blacks the best rugby team in the world? How does the Kirov Ballet produce generation after generation of exceptional ballerinas? How did Southwest Airlines evolve from being an idiosyncratic Texan airline to become one of the most successful businesses internationally? How does the Finnish School Education System deliver great results by breaking conventions? Powerhouse uncovers the performance secrets of some of the most impressive organizations around the world and reveals the key principles they have in common to enable any business to raise their own bar. To understand what makes these organizations great, MacNeice and Bowen have conducted immersive and personal research; investigating their culture, interviewing their leaders and observing their everyday practice. Despite this diverse range of seemingly contrasting industries - business, sport, technology, finance, the arts - each of these successful institutions share a common bond: they are world-class industry leaders and have repeatedly outperformed their competition. Powerhouse explores what lessons can be learnt from these organizations to provide a unique and in-depth analysis of how enduring high performance can be developed.
Inspired by a quip attributed to management guru, Peter Drucker, “Culture Eats Strategy for Breakfast,” this book is a crash course for turning culture into competitive advantage. Culture isn’t the enemy of strategy and performance, but an equal player in the game, not to be underestimated or overlooked. Culture Eats Strategy for Lunch is for everyone trying to work within a culture to make something happen. Each of us moves daily through a myriad of cultures, from neighborhood, to organization, school and church. And it is our connection to those cultures, which either inspires the best within us or reduces us to average. The authors teach you how to use the force of culture to make your work environment what you’ve always wanted it to be: a healthy place with inspired people and boundless organic growth. This book follows in the tradition of Coffman’s first bestseller, First, Break All the Rules, in that the secrets come from the study of high performing organizations, where culture drives results. Effective culture is like a six lane suspension bridge, and poor culture is like a swinging bridge strung together with fraying rope. The practices of extraordinary cultures and their uninspiring counterparts emerged through decades of work and research. The qualities that make a culture excellent are about 80 percent generic and 20 percent unique. Competitive advantage results from the 20 percent that slam-dunks the brand promise to the customer. Coffman and Sorensen, seasoned, highly experienced researchers and consultants, usher in a new perspective which challenges some bedrock, but time-worn organizational practices, from the “little boxes” on the organizational chart to the employee survey and the bureaucratic veneer. Some of our practices are obsolete, but more to the point, our methods no longer match to goals we need to achieve. Why buy the piano when what you want most is to hear the music?
Holacracy is a revolutionary management system that redefines management and turns everyone into a leader. Holacracy distributes authority and decision-making throughout an organization, and defines people not by hierarchy and titles, but by roles. Holacracy creates organizations that are fast, agile, and that succeed by pursuing their purpose, not following a dated and artificial plan. This isn't anarchy – it's quite the opposite. When you start to follow Holacracy, you learn to create new structures and ways of making decisions that empower the people who know the most about the work you do: your frontline colleagues. Some of the many champions of Holacracy include Tony Hsieh, CEO of Zappos.com (author of the #1 New York Times bestseller Delivering Happiness), Evan Williams (co-founder of Blogger, Twitter, and Medium), and David Allen.

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