Organizational Leadership – Introduction

There is a notion that the United States work environment
will morph into a two tier system. The first tier is the Executive Leadership.
This group determines the direction of the corporation or business unit and the
strategy to get there. The second tier is the people who provide the services
to implement the strategy. That doesn’t sound too far away from what happens
now, except the second tier will mainly be engaged and compensated by a type of
contract work. The strategy will call for certain work components that are
arranged by a timeline.  Contractors will
come and go based on the components. 
Basically, it is outsourcing everything except Executive Leadership.

But the downside is growth. As the Executive Leadership grow
the company more and more components are working. Some are cohesive and others have
no relationship whatsoever. It is the latter that creates a new form of inefficiency.
As the corporation gets bigger the relationship of the business units gets
further away from each other. The contract workers might be providing the same
service, but working on different tracks of the strategy and for different
Executive Leadership. So now you look over the landscape of the company and
nothing fits together. Everything is its own silo.

So what currently happens is a form of middle managements.
But unfortunately that doesn’t really correct the problem. It just adds two
layers of convolution for every layer of complexity it takes out. Finding a
solution that doesn’t involve inserting a middle management is ideal.

Please read Organizational Leadership – Establishing Rules and Organizational Leadership – Empowering Your Experts to continue the theme.


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