The Octopus Organization
A Guide to Thriving in a World of Continuous Transformation
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- ¥2,200
発行者による作品情報
Drive lasting change with a new, nimbler organization focused on continuous change.
Our organizations are stuck. We talk about agility but find ourselves bogged down in bureaucracy. We aspire to innovate but run into systems built to prevent mistakes, not spark breakthroughs. We need to learn and adapt, but we're operating with an outdated playbook built for efficiency and control. And our attempts to fix all this—by pouring trillions into huge, top-down transformations—make the problems worse.
But there is a better way: Building an Octopus Organization.
One of nature's most intelligent and curious creatures, the octopus is everything your organization needs to be: smart, endlessly adaptable, and highly resilient. Its eight tentacles work in concert, but each can also think for itself. This book shows how to achieve the same balance of cohesion and autonomy and to guide your organization toward a living, breathing system—one that learns, adapts, and thrives by tapping into the distributed intelligence of its people.
Drawing on their experience at companies such as Amazon and McDonald's and work with hundreds of global companies, AWS executives Phil Le-Brun and Jana Werner show you how to break away from the broken model of transformation and embrace continuous change. They share thirty-six "antipatterns"—conditioned habits—that keep us stuck and, in their place, provide "levers" that create meaningful improvement in months, not years.
The Octopus Organization is your guide to moving beyond rigid structures and nurturing the living, adaptable organization you aspire to create, and be a part of.
PUBLISHERS WEEKLY
Le-Brun and Werner, executives at Amazon Web Services, debut with a smart guide to building nimble companies. Most organizations, they argue, operate like the Tin Man, slow-moving automatons with no heart, but in order to thrive in today's competitive marketplace, they need to behave like the octopus, an organism with tentacles that work together but can think for themselves. To help companies make this transition, the authors unpack 36 "antipatterns," or habits that keep organizations stuck, and suggest ways to correct them. Companies should, for example, eschew "Orwellian management-speak" (like the term rightsizing to mean layoffs) in favor of clear language to promote transparency and a sense of shared purpose. Managers should also avoid the obsession with meaningless performance metrics and instead embrace qualitative data, like customer stories and employee feedback. Likewise, the authors encourage accepting "good enough, reversible decisions," which promote learning and speed, over exhaustive attempts to remove as much risk as possible. Relentless information-gathering, they explain, doesn't erase uncertainty but rather presents more potential options, often leading to decision paralysis. Despite their occasional use of jargon, the authors have a sharp eye for the stultifying culture of large companies. The result is a practical resource for addressing common corporate problems.
