Fast Company | Consultant, Heal Thyself
Fast Company | Consultant, Heal Thyself: "
Consultant, Heal Thyself
Jon R. Katzenbach and his partners have written books about creating great companies. Now they're trying to build one of their own.
By: Keith H. Hammonds | From: Fast Company
How do you build a great organization? It's the squishiest, most difficult question in business. There is no accounting system for culture, no P&L to prove leadership effectiveness, little in the way of hard data on hiring or retention or team performance. Yet the best companies, the businesses that last, understand the importance of getting the organization right.
Upstairs at 381 Park Avenue South in New York, above the nail salon and the deli, there's a quiet experiment unfolding in the realm of organization building. A bunch of smart consultants have established a new practice that operates at the intersection of strategy and organizational issues. They're also -- and this is the intriguing part -- creating their own organization, one that reflects everything they know about the field and provides a lab for untested ideas.
They are attempting from square one to construct an institution -- 'a cathedral,' as one of them is fond of putting it -- that will rival the enduring service firms of our era. And so, they are considering their organization, its structures, processes, and systems, less for how it works today than what it will look like and how it will perform a generation from now.
This experiment is worth paying attention to for two reasons.
First, this six-year-old firm is doing exceedingly well, growing at 36% a year with a pipeline full of engagements with clients such as Aetna and Pfizer. It's getting hundreds of resumes a year from top colleges and B-schools..."
Consultant, Heal Thyself
Jon R. Katzenbach and his partners have written books about creating great companies. Now they're trying to build one of their own.
By: Keith H. Hammonds | From: Fast Company
How do you build a great organization? It's the squishiest, most difficult question in business. There is no accounting system for culture, no P&L to prove leadership effectiveness, little in the way of hard data on hiring or retention or team performance. Yet the best companies, the businesses that last, understand the importance of getting the organization right.
Upstairs at 381 Park Avenue South in New York, above the nail salon and the deli, there's a quiet experiment unfolding in the realm of organization building. A bunch of smart consultants have established a new practice that operates at the intersection of strategy and organizational issues. They're also -- and this is the intriguing part -- creating their own organization, one that reflects everything they know about the field and provides a lab for untested ideas.
They are attempting from square one to construct an institution -- 'a cathedral,' as one of them is fond of putting it -- that will rival the enduring service firms of our era. And so, they are considering their organization, its structures, processes, and systems, less for how it works today than what it will look like and how it will perform a generation from now.
This experiment is worth paying attention to for two reasons.
First, this six-year-old firm is doing exceedingly well, growing at 36% a year with a pipeline full of engagements with clients such as Aetna and Pfizer. It's getting hundreds of resumes a year from top colleges and B-schools..."
posted by Daryl at 6:56 PM
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