19. Occasionally an organization can successfully lower its maze level and change its culture, but this is expensive and rare heroic behavior. Usually this requires a bold leader and getting rid of a lot of people, and the old organization is effectively replaced with a new one, even if the name does not change. A similar house cleaning happens more naturally in the other direction when and as maze levels rise.
I don’t think there has been enough turnover of staff for this to actually be effective. However I would say that the difference between those executives hired before and after his arrival is noticeable. The number of levels has been reduced somewhat (10 → 8 ish) and the structure simplified. As a result I think its kind of well known who you need to speak to if you actually want anything to get done.
So yeah, I’d say there’s been progress but the culture of the organisation is still held back by those who are comfortable in the maze.
I should say that the company isn’t nearly as bad as the worst described in the sequence but there are certainly departments within the company which feel very maze-like.
I don’t think there has been enough turnover of staff for this to actually be effective. However I would say that the difference between those executives hired before and after his arrival is noticeable. The number of levels has been reduced somewhat (10 → 8 ish) and the structure simplified. As a result I think its kind of well known who you need to speak to if you actually want anything to get done.
So yeah, I’d say there’s been progress but the culture of the organisation is still held back by those who are comfortable in the maze.
I should say that the company isn’t nearly as bad as the worst described in the sequence but there are certainly departments within the company which feel very maze-like.