No line structures. No functions. No departments. No shared services. No divisions. No centralised staff. This is a different, and far more effective way of defining structure in complexity.
— Niels Pflaeging, Organize for Complexity
In a decentralized organization, there’s no clear leader, no hierarchy, and no headquarters. If and when a leader does emerge, that person has little power over others. The best that person can do to influence people is to lead by example.
— Ori Brafman & Rod A. Beckstrom, The Starfish and the Spider
Not everyone can become a great artist, but a great artist can come from anywhere.
— Anton Ego in the Pixar film Ratatouille
Over the past few weeks, I have been exploring the idea of the cycling peloton as a metaphor for an agile and adaptive company. This has taken the form of five posts on this blog:
I had the opportunity to share some of my thinking about, and discuss with other attendees, this kind of organisational structure at the #responsiveorg unconference on 10 May. In the past week, I then read Niels Pflaeging’s excellent Organize for Complexity, which helped clarify my thinking even further. I decided to distil my ideas into a short Haiku Deck. Unfortunately, all attempts to embed the deck in WordPress have failed. So I’ve decided to include each slide from the presentation as a graphic here.
I’m keen to understand if this is a metaphor, an idea about responsive organisational structure, that resonates with others?
Richard Martin (@IndaloGenesis) July 09, 2014
Richard Martin (@IndaloGenesis) July 22, 2014
The New Visionaries: Richard Martin on the Peloton bit.ly/1nJgevx—
Gigaom Research (@gigaomresearch) July 26, 2014
John Tropea (@johnt) July 30, 2014