Distributed Organizations
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- Опубліковано 28 лип 2024
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The information revolution is in the process of taking us into a new world of distributed networks as the organizational paradigm of the information age. The combination of telecommunication networks and computerized coordination enables us to replace centralized management within closed hierarchies with open networks. As the underlying technology matures we are able to convert more and more systems that were previously closed and centralized and have them manage through automated networks. - Наука та технологія
Yours is one of the most important channels on UA-cam.
Thanks you for the feedback
This is amazing, thank you for taking the time to make these videos and freely sharing them. I'm starting to feel very hopeful for the future :)
Hmm in my opinion we require both collaboration and competition to succeed. Because both have their pros and cons.
Collaboration reduces friction, and enables faster output. But at the same time with lack of competition the pace of progress can also be affected. Because like it or not, competition adds a pressure to succeed. That's one of the reason why capitalism succeeded.
But then your supply chain, IDs, etc. examples were damn solid. With collaboration we can reduce these frictions by a lot, which can speed up so many things. But again we need competition in each particular space so more and more groups of organizations try to compete with each other, and build a better application/stuff than their peers.
In short, there needs to be a balance of both. Btw your playlist is awesome. To the point and concise. Great videos!
very interesting video !
I appreciate your work soon join your channel, hope this will motivate you
Disturbingly this tech has an equally possible dark and divisive outcome in terms of effect on humanity.
Unfortunately the author is equivocating two concepts, organizational design and tools used by individual performers. While tools have advanced we have always have a host of organizational designs. Although the long-link design is common to century-old large manufacturing concerns like Ford Motor co. Insurance companies and banks worked differently. All could be represented in hierarchical org structures with differing degrees of flatness.
It seems that tools have increased abilities of performers by orders of magnitude. But org design is a function of strategy, performance goals, and individual performers and not capabilities of tools. Good video but overemphasis on tools as paradigmatic seems strained