Wednesdays are for Bits and Pieces. This post was prepared 5/29/15 for publication 6/24/15.
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 18, “Changing Traditions: Removing Unhealthy Structures” (Loc. 1865-1952)
If other attempts at breaking through difficulties don’t work, Osborne says we may need to change “traditions and organizational structures (Loc. 1868). Traditions, however, are hard to change, and they can form very quickly. Yet Osborne asserts that any dysfunctional structures require change (Loc. 1881). Not all old structures need change, but some do. Leaders have some power to do some things. They need to choose their battles carefully. “If something is a roadblock that keeps us from moving forward, it has to go” (Loc. 1891). Those which need to go are the ones which prohibit freshness, impede decision making or destroy flexibility (Loc. 1894). Osborne uses people requiring educational credentials as an example of prohibiting freshness (Loc. 1909). He suggests that there should be few people involved in decision making (Loc. 1919). Flexibility is to be valued so as to capture opportunity (Loc. 1935).
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 18, “Changing Traditions: Removing Unhealthy Structures” (Loc. 1865-1952)
If other attempts at breaking through difficulties don’t work, Osborne says we may need to change “traditions and organizational structures (Loc. 1868). Traditions, however, are hard to change, and they can form very quickly. Yet Osborne asserts that any dysfunctional structures require change (Loc. 1881). Not all old structures need change, but some do. Leaders have some power to do some things. They need to choose their battles carefully. “If something is a roadblock that keeps us from moving forward, it has to go” (Loc. 1891). Those which need to go are the ones which prohibit freshness, impede decision making or destroy flexibility (Loc. 1894). Osborne uses people requiring educational credentials as an example of prohibiting freshness (Loc. 1909). He suggests that there should be few people involved in decision making (Loc. 1919). Flexibility is to be valued so as to capture opportunity (Loc. 1935).
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