Comments on: Quote from "Getting the Right Things Done" http://www.leanblog.org/2007/03/quote-from-getting-right-things-done/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Charles H. Green http://www.leanblog.org/2007/03/quote-from-getting-right-things-done/#comment-1884 Charles H. Green Sun, 08 Apr 2007 10:58:00 +0000 http://leanblog.bigbigdesign.net/2007/03/quote-from-getting-the-right-things-done/#comment-1884 Very provocative posting.<br/>It seems to me that in the "old days," in fact strategy deployment was done through command and control. No longer.<br/>The difference is not in the deployment of strategy, but in the fact that a "leader" doesn't have direct authority over all the people and tasks that need to be aligned to get things done.<br/>The new vertical is horizontal; the new "company" extends well outside the bounds of the corporate walls. When Jack Welch talked about "boundarylessness," his concept stopped at the W-2 form. <br/>The new "boundarylessness" extends into some nexus, common interests of a bunch of organizations. To get strategies implemented today, you have to draw on all that.<br/>Which is why implementation isn't command and control anymore, leadership isn't vertical anymore.<br/>And why, frankly, what Scott Adams so brilliantly satirizes is a dinosaur concept. Still plenty of dinosaurs out there, but they're a dying breed. Very provocative posting.
It seems to me that in the “old days,” in fact strategy deployment was done through command and control. No longer.
The difference is not in the deployment of strategy, but in the fact that a “leader” doesn’t have direct authority over all the people and tasks that need to be aligned to get things done.
The new vertical is horizontal; the new “company” extends well outside the bounds of the corporate walls. When Jack Welch talked about “boundarylessness,” his concept stopped at the W-2 form.
The new “boundarylessness” extends into some nexus, common interests of a bunch of organizations. To get strategies implemented today, you have to draw on all that.
Which is why implementation isn’t command and control anymore, leadership isn’t vertical anymore.
And why, frankly, what Scott Adams so brilliantly satirizes is a dinosaur concept. Still plenty of dinosaurs out there, but they’re a dying breed.

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