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From The Starfish and the Spider

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'''''[http://www.businessweek.com/print/smallbiz/content/oct2006/sb20061017_861981.htm Business Week: Decentralizing Your Business]'''''
'''''[http://www.businessweek.com/print/smallbiz/content/oct2006/sb20061017_861981.htm Business Week: Decentralizing Your Business]'''''
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© 2000-2006 by The McGraw-Hill Companies Inc.
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© 2000-2006 by The McGraw-Hill Companies Inc.
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Wealth, it turns out, is the elephant in the room. As the authors put it, "The moment you introduce property rights into the equation [be they intellectual, physical, or otherwise], everything changes: The starfish organization turns into a spider." As a consolation, they make a case for the viability of hybrid entities. Think eBay or Intuit --firms that channel customers' and employees' bottom-up efforts into hierarchical businesses. They may be the best one can hope for. Brafman and Beckstrom make this much clear: If you're the head of a spider, look out for the starfish.
Wealth, it turns out, is the elephant in the room. As the authors put it, "The moment you introduce property rights into the equation [be they intellectual, physical, or otherwise], everything changes: The starfish organization turns into a spider." As a consolation, they make a case for the viability of hybrid entities. Think eBay or Intuit --firms that channel customers' and employees' bottom-up efforts into hierarchical businesses. They may be the best one can hope for. Brafman and Beckstrom make this much clear: If you're the head of a spider, look out for the starfish.
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Combine Cluetrain's storming-the-gates passion with… examples like Linus Torvalds's Linux and its place in the open-source revolution to get… Starfish, which needed more Linuxes but whose underlying ideas ring true.
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Combine Cluetrain's storming-the-gates passion with… examples like Linus Torvalds's Linux and its place in the open-source revolution to get… Starfish, which needed more Linuxes but whose underlying ideas ring true.
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© 2006 FastCompany, Inc.
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© 2006 FastCompany, Inc.
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Don't be so sure. Here are six reasons to expect a U.S. labor glut, which would make it harder to find good jobs:
Don't be so sure. Here are six reasons to expect a U.S. labor glut, which would make it harder to find good jobs:
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— Corporate downsizing has only just begun. Corporations are realizing that elaborate infrastructure–big central and regional offices, staffed with legions of managers–is unnecessary. Big companies are seeing nimble new organizations compete effectively with the big guys. For example, the new book The Starfish and the Spider: The Unstoppable Power of Leadership Organizations points out how infrastructure-light companies like Skype, Wikipedia, and Craigslist are beating megacorporations because of their small staffs. For example, Craigslist has significantly cut into the classified ad revenue for newspapers. Many experts predict that corporations have gotten as lean as they can be. I don't agree: I believe the downsizing has only just begun...
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— Corporate downsizing has only just begun. Corporations are realizing that elaborate infrastructure–big central and regional offices, staffed with legions of managers–is unnecessary. Big companies are seeing nimble new organizations compete effectively with the big guys. For example, the new book The Starfish and the Spider: The Unstoppable Power of Leadership Organizations points out how infrastructure-light companies like Skype, Wikipedia, and Craigslist are beating megacorporations because of their small staffs. For example, Craigslist has significantly cut into the classified ad revenue for newspapers. Many experts predict that corporations have gotten as lean as they can be. I don't agree: I believe the downsizing has only just begun...
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Copyright © 2006 U.S.News & World Report, L.P
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Copyright © 2006 U.S.News & World Report, L.P
'''''[http://www.msnbc.msn.com/id/14957553/site/newsweek/ Newsweek]'''''
'''''[http://www.msnbc.msn.com/id/14957553/site/newsweek/ Newsweek]'''''
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Veteran entrepreneurs and Stanford M.B.A.s Brafman and Beckstrom spent a half decade studying everything from Cortés's siege of Tenochtitlán to the sociology of alcohol rehab and learned that groups, regardless of their stated purpose, fall into one of two camps: old-school hierarchies vulnerable to the loss of their all-powerful leaders (spiders) or decentralized organizations that can grow and thrive despite even the most drastic personnel shifts (starfish). While the breadth of examples they weave together may provoke an occasional rolling of the eyes, they do make a credible case for how even gigantic spiders like IBM and the U.S. government can get in touch with their inner starfish.
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Veteran entrepreneurs and Stanford M.B.A.s Brafman and Beckstrom spent a half decade studying everything from Cortés's siege of Tenochtitlán to the sociology of alcohol rehab and learned that groups, regardless of their stated purpose, fall into one of two camps: old-school hierarchies vulnerable to the loss of their all-powerful leaders (spiders) or decentralized organizations that can grow and thrive despite even the most drastic personnel shifts (starfish). While the breadth of examples they weave together may provoke an occasional rolling of the eyes, they do make a credible case for how even gigantic spiders like IBM and the U.S. government can get in touch with their inner starfish.
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—John Sparks
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—John Sparks
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© 2006 Newsweek, Inc.
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© 2006 Newsweek, Inc.
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Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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A convincing case for implementing leaderless organizations.
A convincing case for implementing leaderless organizations.
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© 2000-2006 by The McGraw-Hill Companies Inc.
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© 2000-2006 by The McGraw-Hill Companies Inc.

Revision as of 13:13, 25 January 2008

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