The Open Organization: Igniting Passion and Performance"This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world's most revolutionary software companies, tells first-hand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and "chief" problem solver to CEO of one of the most open organizational environments he'd ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing-one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? "Adapt or die." Indeed, the successful company Whitehurst leads-the open source giant Red Hat-has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, "open management" challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the "Social Generation" of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization. By showing how to apply open source methods to everything from structure, management, and strategy to a firm's customer and partner relationships, leaders and teams will now have the tools needed to reach a new level of work. And with that new level of work comes unparalleled success. The Open Organization is your new resource for doing business differently. Get ready to make traditional management thinking obsolete"-- |
Contents
1 Why Opening Up Your Organization Matters | 1 |
Why Motivating and Inspiring | 23 |
2 Igniting Passion | 25 |
3 Building Engagment | 53 |
How Getting Things Done | 83 |
4 Choosing Meritocracy Not Democracy | 85 |
5 Letting the Sparks Fly | 109 |
What Setting Direction | 133 |
Its a Journey | 183 |
Appendix | 195 |
Notes | 203 |
| 209 | |
| 211 | |
Acknowledgments | 221 |
About the Author | 225 |
7 Catalyzing Direction | 163 |
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Common terms and phrases
asked best ideas better boss build challenges collaboration company's contribute conventional organizations corporate create Crowdsourcing culture customers debate decision Delta Delta Air Lines direction discussion drive e-mail earned Ed Catmull employees engaged organization engagement engineers everything example executive feedback Gary Hamel goal going Hat’s hierarchy innovation involved issues James Surowiecki joined Red Jokisch kind lead leaders leadership learned Linus Torvalds Linux management system Matthew Szulik memo-list ment meritocracy mission OODA loop open innovation open organization open source communities open source software operate organizational passion peers person Phillips Pixar problems projects purpose questions Red Hat's Red Hatters role senior share simply Sisodia someone strategy success Szulik talk things thought tion top-down truly trying vice president W. L. Gore Whitehurst workforce Workplace Yeaney Zappos