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→‎Modernism vs. agilism

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 ===Modernism vs. agilism===
-The [[modernist]] sees the firm as a unitary machine that must be centrally managed and controlled from the top:  the ''more'' structure the better.
+Management sees the firm as a centrally-managed, unitary machine that must be controlled from the top: the ''more'' structure the better. This is a [[High modernism|modernist]] view. The alternative view is to see it as a self-organising ecosystem that does what it does in ''spite'' of management. That view advocates removing layers, disassembling [[silo]]s and decluttering the structure.
-The “agilist” sees it as an ecosystem, and advocates removing layers, disassembling [[silo]]s and decluttering the structure. Don’t ''rely'' on those senior managers: ''get rid of them''.
+If risks and opportunities arise unexpectedly, in times and at places you can’t anticipate, the optimal organising principle therefore is: ''give talented [[subject matter expert|people]] flexibility and discretion to react as they see fit''. Have the best people, with the best equipment, in the best place to react skilfully. Those people aren’t [[middle manager|middle managers]], the optimal equipment isn’t the org chart, and that place is not the board room, [[steering committee]] or the [[operating committee]].
-The agile theory is that risks and opportunities arise unexpectedly, in times and at places you can’t anticipate. The optimal organising principle therefore is: ''give talented [[subject matter expert|people]] flexibility and discretion to react as they see fit''. Have the best people, with the best equipment, in the best place to react skilfully. Those people aren’t [[middle manager|middle managers]], the optimal equipment isn’t necessarily the one that leaves the best audit trail, and that place is not the board room, nor the [[steering committee]] or the [[operating committee]].
+It is out there in the jungle. A confident management should trust its highly-paid specialists and seek to minimise the formal impediments to the creative behaviour of those people. It should put in place systems which attract, recognise, incentivise and develop the value of those loyal specialists.
-It is out there in the jungle. Management should seek the fewest number of formal impediments to the creative behaviour of those people.
 So to understand a business one needs not understand its formal structure, but its ''informal'' structure: not the roles but the people who fill them: who are the key people whom others go to to help get things done; to break through logjams, to ensure the management is on side?
-These lines will ''not'' show up in any org chart.
+These lines will ''not'' show up in any [[org chart]].