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Understand the tradeoffs of team size and span of control for managers
Thank you, Jade, for dropping the post I had in my head this week. I'm not on team 50 direct reports, but post ZIRP we are certainly pushing beyond the 6-8 that felt comfortable before.
What organisation design means, why structure shapes how work gets done, and how leaders should think about designing roles, teams, and reporting relationships.
How shrinking time gaps are reshaping business, and why organizational agility is your new competitive edge
Developing float-adaptive strategies is crucial. Your organization's ability to compress its own float—to rapidly sense, decide, and act—will determine its survival. This means redesigning processes to match the speed of the market and cultivating organizational fluidity. Rigid hierarchies and slow-moving bureaucracies are the antithesis of compressed float. The challenge for leaders is to create structures that are as dynamic and responsive as the world around them.
This is the main question we discuss in this article, so if you’re after the answer, you’re in the right place! A product team structure is how a business organizes the product team to best support…
As meetings grow in size they become less effective. Discover how the rule of eight can help you refactor meetings as they grow.
Another reminder of 7±2 this time applied to leadership teams.
Not so long ago, companies were reinvented by teams. Communities of practice may reinvent them yet again—if managers learn to cultivate thes
In a remote work world, these "formal" approaches to "informal" structures are even more crucial.
In which returns diminish.
"an organization doing work is just an incredibly complex, dynamic, distributed, parallel process ... Keep the work parallel, the groups small, and the resources local."
Because org structure change can get messy, there’s a tendency to have structure drive strategy
