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All Edge: Inside the New Workplace Networks by Clay Spinuzzi

By Clay Spinuzzi

Paintings is altering. velocity and adaptability are extra favorite than ever earlier than due to an accelerating wisdom economic climate and complex communique networks. those adjustments have compelled a mass rethinking of how we coordinate, collaborate, and speak. rather than initiatives coming to tested groups, groups are more and more converging round initiatives.

These “all-edge adhocracies” are hugely collaborative and usually transitority, their aspect coming from the power to shape hyperlinks either inside and out a company. those nimble teams come jointly round a selected job, recruiting group of workers, assigning roles, and developing ambitions. whilst the paintings is completed they disband their participants and take their talents to the subsequent project.

Spinuzzi deals for the 1st time a entire framework for figuring out how those new teams functionality and thrive. His rigorous research tackles either the professionals and cons of this evolving workflow and is predicated in case reviews of genuine all-edge adhocracies at paintings. His provocative effects will problem our long-held assumptions approximately how we should always be doing paintings.

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I mean, not like it’s a lie because I am very responsible for the work. So there’s no blaming the freelancer anymore. sophie Sophie was in business by herself, running her graphic design firm from her home office. But her website and collateral materials repeatedly used “we” to describe her business. Like the other NEFs, Sophie reported that she had to construct and maintain a particular representation for her firm: one that allowed it to project the capacity and skill of a larger firm, and therefore engender the trust of clients.

Let’s call these all-edge adhocracies. 2010: all-edge adhocracies All-edge adhocracies are adhocracies without the bureaucratic structure. That doesn’t mean that bureaucracies disappear— as I discuss in later chapters— but it does mean that all-edge adhocracies become somewhat indifferent to them, routing around them and facilitating different configurations of communication, coordination, and collaboration. All-edge adhocracies differ from institutional adhocracies in key ways: • • • They’re interorganizational by nature.

Rather, these all-edge adhocracies are the way to get things done in networked organizations. They are not add-ons, they are the operating system. To truly understand all-edge adhocracies, and to see how much they differ from bureaucracies, let’s look a little more deeply at their key organizational principle: projectification. Projectification Projectification is the organizing principle of adhocracies: the organization of work around project teams oriented to defined projects, as opposed to departments oriented to narrow functions (the organizing principle of bureaucracies).

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