1 Every system has its position in the hierarchy of systems. However, system hierarchy is different from the command control hierarchy. The highly complex and dynamic system needs to be elaborated in a well-organized effort.
2 The more nonlinear, interconnected, and interdependent is the environment, where uncertainty and emergence become more prevalent, hence, accelerated rates of change, the less likely ordered hierarchical systems are to be the answer due to the rigidity.
3 In the emerging digital age with the nature of hyperconnectivity, nonlinearity, and interdependence, the overly rigid hierarchy becomes the very obstacle to stop the digital flow and stifle innovation.
4 To be a highly functional system, the hierarchy must balance the welfare, freedoms, and responsibilities of the subsystems and total system, there must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, functioning, and self-organizing.
5 Every system has its position in the hierarchy of systems. System hierarchy provides the system stability and resilience.
6 To run a highly functional digital business, the business hierarchy must balance the fluidity, freedom, and responsibilities of the substems (functions) and the total system (the eco-business environment), to enable information fluidity, workforce creativity, and management holism.
7 Organizations, like individuals, need to be in flow to communicate fluently and operate smoothly. Thus, to break down silos or overly rigid hierarchy, organizations need to be in flow to keep up with the speed.
8 To run a highly functional digital business, the business hierarchy must balance the fluidity, freedom, and responsibilities of the substems (functions) and the total system (the eco-business environment), to enable information fluidity, workforce creativity, and management holism. A hyperconnected organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks. Balance is key.
2 The more nonlinear, interconnected, and interdependent is the environment, where uncertainty and emergence become more prevalent, hence, accelerated rates of change, the less likely ordered hierarchical systems are to be the answer due to the rigidity.
3 In the emerging digital age with the nature of hyperconnectivity, nonlinearity, and interdependence, the overly rigid hierarchy becomes the very obstacle to stop the digital flow and stifle innovation.
4 To be a highly functional system, the hierarchy must balance the welfare, freedoms, and responsibilities of the subsystems and total system, there must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, functioning, and self-organizing.
5 Every system has its position in the hierarchy of systems. System hierarchy provides the system stability and resilience.
6 To run a highly functional digital business, the business hierarchy must balance the fluidity, freedom, and responsibilities of the substems (functions) and the total system (the eco-business environment), to enable information fluidity, workforce creativity, and management holism.
7 Organizations, like individuals, need to be in flow to communicate fluently and operate smoothly. Thus, to break down silos or overly rigid hierarchy, organizations need to be in flow to keep up with the speed.
8 To run a highly functional digital business, the business hierarchy must balance the fluidity, freedom, and responsibilities of the substems (functions) and the total system (the eco-business environment), to enable information fluidity, workforce creativity, and management holism. A hyperconnected organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks. Balance is key.
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