The Next Next Common Sense
Clear Entrances and Exits Define Movement
Canyons have natural entrances and exits that shape movement through them. Similarly, organizations need clear processes for how ini- tiatives begin and end, how resources are allocated and reallocated, and how decisions are made and implemented. These transition points provide natural structure without micromanaging the journey between them. Spotify’s “squad” model creates clear entrances (mission definition and resource allocation) and exits (delivered customer value) while al- lowing considerable freedom in the journey between these points. This structure enables both alignment around outcomes and autonomy in execution.
Tributary Systems Allow Diversification
River systems include both main channels and tributaries that branch off and rejoin. This pattern provides a useful model for organizational ini- tiatives—a primary strategic direction with room for exploratory efforts that may eventually influence or replace the main flow. Google’s “20% time” creates deliberate space for tributaries—explor- atory projects that might eventually become main channels if they demon- strate sufficient value. This approach has led to significant innovations like Gmail and Google News.
Natural Feedback Creates Learning
Canyon systems create natural feedback through visible flow patterns, erosion markers, and sediment deposits. These feedback mechanisms al- low continuous adjustment without requiring external measurement. Organizations can create similar natural feedback through transpar- ent metrics, clear success indicators, and rapid information flow. When Haier reorganized into microenterprises, they created market-based feed- back mechanisms that provided continuous information about perfor- mance without requiring elaborate reporting systems.
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