After a long struggle finding the best way to self-publish a book, I finally ended up at LeanPub. I tried several different options, and LeanPub had the lowest barrier-to-entry by a wide margin.

If you've been with me so far, you'll have seen much of my (unpublished) book "Structure & Power". I'm now going through the final stages...

At its core, structure is the scaffolding upon which everything else in an organization is built. It defines the flow of information, the distribution of resources, and the rules of engagement for decision-making. Cultural change, strategic realignment, and even operational improvements all depend on having the right structure in place to support them (Galbraith, 2014).

Valve operates without formal managers or a top-down hierarchy, a structure that contrasts sharply with conventional corporate models. Employees are encouraged to choose their projects and teams based on their interests and skills, a concept sometimes referred to as a "holacracy" or "self-managed organization." According to Brian Robertson, who developed the holacracy framework, such structures distribute authority and decision-making across the organization, enabling greater

As the future of work continues to evolve, Agile methodologies, remote work, and networked structures are creating new power dynamics that challenge the traditional role of managers and the flow of decision-making within organizations (Hamel, 2007).

In the early 2010s, DBS Bank, one of Southeast Asia’s largest financial institutions, faced a critical juncture. The banking industry was...

The Kane’s Law Maturity Model breaks down the journey of structural evolution into distinct stages. Each stage represents a level of organizational power distribution, decision-making speed, and innovation capability. The maturity model provides a framework for understanding where your organization is today and what steps are needed to move toward greater adaptability and decentralization (Kane, 2015).

In 2014, Microsoft stood at a crossroads. Once the undisputed king of the tech world, the company had lost its edge. Its stock price had stagnated, its mobile strategy had failed, and its culture had become insular and bureaucratic. The tech landscape was shifting rapidly, with cloud computing, artificial intelligence, and open-source software reshaping the industry. Microsoft, however, was still clinging to its old ways—a rigid, hierarchical structure that prioritized contro

The first three parts of Structure & Power are ready for review. Highlights of all three parts have been featured on this blog, but there's a whole lot more detail in the form of additional case studies, examples and practical steps.

Ørsted’s transformation from a fossil fuel-based energy company to a global leader in renewable energy is a compelling example of how structural and cultural change can drive long-term sustainability. Originally known as Danish Oil and Natural Gas (DONG Energy), Ørsted was once heavily reliant on coal and oil, with fossil fuels accounting for the majority of its energy production. However, faced with the growing urgency of climate change and shifting market demands, the compa

Strategic misalignment occurs when an organization’s structure—its hierarchy, communication channels, decision-making processes, and resource allocation—does not evolve alongside its strategic goals. As businesses pivot to take advantage of new opportunities or respond to threats, structural inertia can prevent them from successfully executing their strategies.

Last weeks blog on predicting resistance was about how power structures within organisations are likely to respond to change. But one could equally look for patterns to predict innovation within an organisation.

Resistance to change is a common and significant barrier in organizational transformation efforts. The challenge lies not only in implementing new processes or technologies but also in addressing the underlying power dynamics that create resistance, particularly in organizations with rigid, hierarchical structures. Drawing from Kane’s Law, we can predict where and why resistance is likely to emerge based on an organization’s structure and power distribution (Kane, 2015).

Uniqlo’s flat structure and vertically integrated supply chain demonstrate how different types of organizational structures—hierarchical versus flat—impact decision-making, innovation, and overall business success. As a global leader in the fast-fashion industry, Uniqlo has differentiated itself through its unique approach to organizational design, which emphasizes efficiency, agility, and customer-centricity.

Organizational structure is the framework that defines how an organization operates, how roles and responsibilities are distributed, and how decisions are made. It shapes the flow of information, the distribution of power, and the relationships between individuals and teams.

Part 2 of Structure and Power is now available for review. If you haven't already read Part 1 I'd strongly encourage you to do so because it lays the foundation for the rest of the book.

Because the design which occurs first is almost never the best possible, the prevailing system concept may need to change. Therefore, flexibility of organization is important to effective design. 

Organizations frequently launch cultural change initiatives aimed at improving collaboration, fostering innovation, or aligning behaviors with strategic goals. However, these efforts often fall short when structural barriers are not addressed. Here’s why:

The structure of an organization significantly impacts both the speed and quality of decisions. The contrast between hierarchical and flat structures reveals how power dynamics can either hinder or enhance organizational performance (Galbraith, 2014). 

In 2015, Dutch multinational bank ING initiated a comprehensive Agile transformation to enhance adaptability, customer-centricity, and innovation. Facing increasing competition from fintech startups and evolving customer expectations, ING recognized that its traditional hierarchical structures and siloed operations were inadequate in a rapidly changing environment (Harvard Business Review, 2019).