A "parallel organization chart," in which each AI worker has a name, manager, and job description, allows your company to move faster than it ever could with humans alone.

If agents can execute all your ideas nearly as fast as you can prompt them, there's no point in implementing only your best idea. It might be better to implement your top three ideas all in parallel, but this makes it harder to stay organized.

a future project might take ~42 days of wall-clock time, with ~8 hours of agent work (not counting running the evals) and 1000 serial hours of human IC work, evals execution, and review.

Most people estimated around 3-5x uplift compared to Feb 2026 (i.e. doing 1-2 weeks of work during this 2-day period).

You have to have people that have the ability to rethink the workflow at a scale that AI can execute, versus at a scale that humans can execute.

What did many of these progressive movements end up doing? Creating new cultural norms and new government regulations. Many of them mark important accomplishments and progress. Some of them are perhaps a bit over the top. But what’s often missing? The perspective of the makers, the frontline professionals who must operate inside ever-growing straightjackets of regulation and bureaucracy

Holacracy is a system of corporate governance whereby members of a team or business form distinct, autonomous, yet symbiotic, teams to accomplish tasks and company goals. The concept of a corporate hierarchy is discarded in favor of a fluid organizational structure where employees have the ability to make key decisions within their own area of authority.

gloryhole, a drawer in whichthings are heaped together without any attempt at order or tidiness;

Web assimilation is the extent of organizational use of web technologies in facilitating e-commerce strategies and activities. Our definition focuses on the relative success of firms (as compared to other firms in the industry) in incorporating the Web technology into its e-commerce strategies and activities. This definition is consistent with perspectives on Type III IS innovations, with earlier treatments of IT assimilation at the organizational level (Armstrong and Sambamurthy 1999), and reflects our interest in understanding firms as innovation systems for attaining differential levels of technology assimilation success (Fichman 2001). We regard the level of assimilation to be one of the visible outcomes of the stream of structuring actions across the firm. Further, we anticipate the differential level of assimilation success across firms to be linked to the nature of the institutional enablers or the metastructuring actions within those firms.

Experts without accountability start acting in their own interests rather than that of their customers/users. And we don’t know how to hold programmers accountable without understanding the code they write.

Black women generally work in predominantly white patriarchal organisations, with very distinctive cultures, traditions and practices that inadvertently perpetuates gender and racial discrimination

I have a bit of a soft spot for Niklas Luhmann ever since David Seidl introduced me to his ideas. I think it was at an EGOS conference in the early 2000s.

It consists of two key components: The ‘Declarative Processing Environment’, which allows processes to be assembled goal-driven from a pool of process building blocks and the ‘Autopoietic Framework’ that mimics natural organisms to adapt to environmental changes, new capabilities and new technology.

Mosca backs up histhesis with this assertion: It's the power of organization thatenables the minority always to rule. There are organizedminorities and they run things and men. There are unorganizedmajorities and they are run.

The experience from EDT raises pedagogical and organizational questions.

we believe that one important dimension of knowledge in organizationsdeserves much more attention: the dynamics of organizational forgetting. Weare convinced that competitiveness is not just about learning; it is also about forgetting the right things at the right times.

Avoid *Spray and Pray Equity 

As I studied Edwards’ writings and insights, I realized that I might be sitting at the feet of not only Edwards’ intellectual genius but his organizational genius, too. 

Work groups are to be organized so that they match the processes and the competencies required Individual workers will be given sufficient autonomy to make useful decisions Work will take place in a location where it is done with the most efficiency

It is also important to ensure a group doesn't have a scope definition that is shared across multiple groups. Here are two examples:

Organizational Structure

We believe everyone deserves to report to exactly one person that knows and understands what you do day to day. The benefit of having a technically competent manager is easily the largest positive influence on a typical worker’s level of job satisfaction. We have a simple functional hierarchy, everyone has one manager that is experienced in their subject matter.

We don't want a matrix organization where you work with a lead day to day but formally report to someone else.

Medical groups, managed care organizations, or, most commonly, hospitals often find it attractive to support hospitalist programs. If hospitalists improve quality, shorten lengths of stay, and decrease costs while satisfying patients and other providers, the return on these organizations' investments in hospitalist programs is highly favorable. Over time, it will be critical that professional fee reimbursement rates be adjusted so that a sustainable hospitalist workload creates sufficient income to support a full salary.

As with other forms of value-based health care, patient-centered care requires a shift in the way provider practices and health systems are designed, managed, and reimbursed. In keeping with the tenets of patient-centeredness, this shift neither happens in a vacuum, it driven by traditional hierarchies in which providers or clinicians are the lone authority. Everyone, from the parking valet and environmental services staff to c-suite members, are engaged in the process, which impacts hiring, training, leadership style, and organizational culture. Patient-centered care also represents a shift in the traditional roles of patients and their families from one of passive “order taker” to one of active “team member.” One of the country’s leading proponents of patient-centered care, Dr. James Rickert, has stated that one of the basic tenets of patient-centered care is that “patients know best how well their health providers are meeting their needs.” To that end, many providers are implementing patient satisfaction surveys, patient and family advisory councils, and focus groups, and using the resulting information to continuously improve the way health care facilities and provider practices are designed, managed, and maintained from both a physical and operational perspective so they become centered more on the individual person than on a checklist of services provided. As the popularity of patient- and family-centered health care increases, it is expected that patients will become more engaged and satisfied with the delivery of their care, and evidence of its clinical efficacy should continue to mount.

Orlikowski and Yates [34], working in the field of organization studies, build on this point. They argue that time is plural; it can be experienced as objective, quantitative and independent of humankind, but also as subjective, situated and socially constructed.

Getting and staying healthy involves tending to the people-oriented aspects of leading an organization, so it may sound “fluffy” to hard-nosed executives raised on managing by the numbers. But make no mistake: cultivating health is hard work. And it shouldn’t be confused with other people-related management concepts, such as employee satisfaction or employee engagement.