Cookies must be enabled to use this web application.

To allow this site to use cookies, use the steps that apply to your browser below. If your browser is not listed below, or if you have any questions regarding this site, please contact us.

Microsoft Internet Explorer
  • 1. Select "Internet Options" from the Tools menu.
  • 2. Click on the "Privacy" tab.
  • 3. Click the "Default" button.
  • 4. Click "OK" to save changes.
Chrome Chrome
  • 1. Click the "Spanner" icon in the top right of the browser.
  • 2. Click Options and change to the "Under the Hood" tab.
  • 3. Scroll down until you see "Cookie settings:".
  • 4. Set this to "Allow all cookies".
Firefox Firefox
  • 1. Go to the "Tools" menu and select "Options".
  • 2. Click the "Privacy" icon on the top of the window.
  • 3. Click on the "Cookies" tab.
  • 4. Check the box corresponding to "Allow sites to set Cookies.
  • 5. Click "OK" to save changes.
Opera Opera
  • 1. Click on the "Tools" menu and then click Preferences.
  • 2. Change to the Advanced tab, and to the cookie section.
  • 3. Select "Accept cookies only from the site I visit" or "Accept cookies".
  • 4. Ensure "Delete new cookies when exiting Opera" is not ticked.
  • 5. Click OK.
Netscape and Mozilla Suite Netscape and Mozilla Suite
  • 1. Select "Preferences" from the Edit menu.
  • 2. Click on the arrow next to "Privacy & Security".
  • 3. Under "Privacy & Security" select "Cookies".
  • 4. Select "Enable all cookies".
  • 5. Click "OK" to save changes.
Safari Safari
  • 1. Click on the "Cog" icon in Safari.
  • 2. Click Preferences.
  • 3. Change to the Security tab.
  • 4. Select "Only from sites I visit" or "Allow".
  • 5. Close the dialog using the cross.
Book Image Not Available Book Image Not Available
Book details
  • SubGenre:Business Communication / General
  • Language:English
  • Pages:118
  • Format:Hardcover
  • eBook ISBN:9781098319304
  • Hardcover ISBN:9781734175707

Death Of The Org Chart

Rise of the Organizational Graph

by Walt Brown View author's profile page

Book Image Not Available Book Image Not Available
Death of the Org Chart! Long Live the Org Graph! We believe the usefulness of the classic org chart has reached its limit. Modern day organizations are much more complicated than the reporting structures of old. Sure we still need to understand who we report to and what others in our organization look like, but, there is so much more. We are on a mission to include the Individual Contributor, to create an interactive visual solution that yields a level of Individual Contributor cognizance that will make you embarrassed if you are not running a company where everyone can answer these 14 things. Imagine the power of a new person starting with your firm being able to see how the answers to these 14 questions interrelate. I know the Purpose of my Job. I know what Positions or "Roles" I fill as part of my Job and I know the Purpose of each of these Positions. I know who I Report To. I know who I am Mentored By. I know who I turn to for Coaching in each of my Positions I know the Objectives I am pursuing and how they align with Co. Objectives. I know the Key Results I must hit to be doing a good job. I know what Teams I am Part Of and Why. I know what Meetings I Attend and Why. I know what Workflows my Job and Positions participate in. I know what Processes I follow and maintain as part of my Job and Positions. I know what Systems I login to and Why, and I know how to use them. I know what Entities (Clients, Projects, Contracts) I Interact with. I know what Skills I need now and in the future. We call the above 14 the Organizational Cognizance Model. When an individual can answer these 14 things they will be organizationally cognizant, not just aware. [Awareness is when you smell smoke, cognizance is when you know what you smell is the smoke from the cozy fireplace in the den vs an electrical fire in the wall.]
Rumor has it that when business guru Peter Drucker was on his deathbed, someone asked him, what is the most important question in business? He supposedly replied, "Who is doing what?" Such a simple question and yet it has never been more difficult to answer. Obviously this query implies others. Even in Drucker's time, it could have been expanded to: "Who is doing what, with whom, for whom, how, and why?" These days, we must also add, "…using what software, on what platforms, as part of what teams, through what communication channels, after which meetings…" ad infinitum. Modern day business guru Dan Sullivan of Strategic Coach™ teaches entrepreneurs that the key to their time freedom and ultimate success is to think Who not How first. He couples this thinking with a tool he calls his Impact Filter that gives the Who a well thought out reason that the Who can intellectually and emotionally buy in to and figure out how to do it. The Who, in our model is the Individual Contributor who is moved toward cognizance via Sullivan's Impact Filter which basically outlines the Purpose of the Position the IC is getting ready to take on. The old question, like the classic Organizational Chart, gets to something vital, but in a way that misses the ever more complicated reality of 21st century organizations. Not only has "Who is doing what?" turned into an incredibly complex question, "What am I doing and why?" has become a painfully difficult one for workers to answer. My goal here is to provide an approach and a set of tools that allow both leaders and Individual Contributors (ICs) to answer these extended Drucker questions honestly and completely. My aim is fourfold: To help people understand organizational complexity – the messy complicated reality, not the neat simplicity portrayed in Org Charts. To provide a clear foundation for working within this complexity by supplementing your thinking with a 21scentury Organizational Cognizance Model. Introduce a software approach to augment your 2-D Org Chart with a dynamic, interactive 3-D Organizational Graph that allows one to capture and visualize the complex. Finally, to provide thinking tools and facilitation examples that help organizations get buy-in, build clarity, transparency, and, ultimately, "Organizational Cognizance" into their companies. What is Organizational Cognizance? As anyone familiar with the word "cognizance" might guess, it has lots to do with awareness and knowledge, but my use of the term also hearkens back to an earlier definition related to concepts of belonging and connectivity. In the days of knights and heraldry, a "cognizance" was a distinguishing mark or emblem worn by retainers, members of a noble house, to indicate their firm allegiance to it, a sign of their belief, a sign that they belonged, fit, and were connected. Organizational Cognizance is about building awareness and knowledge for Individual Contributors and helping them, their fellow team members, and leaders to understand precisely how they are connected to others and to the organization at a fine level, where they fit and how they belong. If we had to write an equation for Organizational Cognizance, it might read: Awareness + Knowledge + Connectivity = Organizational Cognizance Perspective: The Individual Contributor. A quick example will make the concept clear. Imagine yourself as a new employee, or Individual Contributor, starting at an organization, and you are presented with the company's Organizational Graph, based on the Organizational Cognizance Model. The Model is built around your Job and the Positions you hold in that Job. Individual Contributors wear various hats, and most Jobs include at least several Positions, as we'll explore in depth in Chapter 2. A Job called "Sales Associate," for example, might include a Customer Greeter Position, a Sales Consultant Position, a Sales Invoicing Position, a Market Feedback Position, and a Business Networking Position. On day one, the Organ
About the author

Working exclusively with senior leadership teams and since 2006, Walt has averaged more than 130 days a year sequestered in session rooms, facilitating Sr. leadership teams as they do the gutsy work of working on their organizations. 

His work focuses on diving deep with companies and non-profits, helping them create Cultural clarity and consistency, Structural clarity and consistency and Operational clarity and consistency. Death of the Org Chart captures his Structural clarity and consistency method.

Thanks for submitting a review!

Your review will need to be approved by the author before being posted.

See Inside
Front Cover

Loading book cover...

Book Image Not Available Book Image Not Available
Session Expiration WarningYour session is due to expire.

Your online session is due to expire shortly.
Would you like to extend your session and remain logged in?

Session Expired

Your session has expired.We're sorry, but your online session has expired.
Please log back into your account to continue.

This site uses cookies. Continuing to use this site without changing your cookie settings means that you consent to those cookies to enhance site navigation and the overall user experience. Learn more about our privacy policy or learn more about how to turn off cookies.