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April 18, 2013

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MattL

wondering what the readers think about Pods versus span-of-control and de-layering - both of which I like in theory but have never seen implemented well.

Andy Savitz

This is helpful but I think the main problem is that most companies fo not have a model for defining and evaluation their culture. My new book, Talent, Transformation and the Triple Bottom Line, describes a simple model for evaluating culture.

It's pretty basic: organizational culture is defined as what your organization does, says and believes. Doing and saying can be set forth by the company but as you say, beliefs tend to be individual and can vary from person to person and department to department.

There is a method for changing beliefs. But it starts with figuring out what they are.

Robert Beriscovich

It's all very nice and dandy. Give pods/cells power and let them develop into their own unity. But it's not the easy. That might work fine with small projects, or with research, but when you have a corporation that needs to deliver big projects that involve a lot of people in the process, your theory starts to crack.

You need to have it under control, and don't let your company break into several enclaves, with different work routines and spiritualities. People will become co-dependant, and losing just one of them, will make that pod disintegrate from the inside.

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