Book 3 · The Orchestrated OrganizationChapter 2
The Organization After Orchestration
This chapter is about preparing an organization for orchestration, which is mostly not a matter of drawing a new org chart.
Two public cases mark the fork in the road. Neither proves the profession has consolidated, and both show companies already redesigning work around delegated systems — or failing to.
Contents
- 2.1 Block: hierarchy vs. intelligence
- 2.2 JPMorgan Chase: connectivity as the moat
- 2.3 Titles: what the market is doing right now
- 2.4 Start with an honest assessment
- 2.5 Help developers become orchestrators
- 2.6 Start new projects differently
- 2.7 Design the team: composition, size, and specialists
- 2.8 Recognize the impedance mismatch
- 2.9 Plan the transition in ninety days
- 2.10 The human cost is part of the plan