Organizational structures have existed since one caveman told the other to go hunting while he fished. It was a natural distribution of work where resources needed to be organized to produce greater output. Then a third dude strolled along and the first guy asked him if he could make fire. Turns out he could, and he could hunt too, but the thing he did best was to make fire so he was called the fire guy. And so it was that human beings learned to collaborate and coordinate in a flexible manner to achieve something they couldn’t achieve on their own. At its essence, this “organism“ of three people isn’t terribly different than what we today see in complex organizations. Replace skill with fire/hunting/fishing, problem with starvation, and opportunity with a chance to eat, and the basic archetype hasn’t changed.
Reducing friction in structures
Reducing friction in structures
Reducing friction in structures
Organizational structures have existed since one caveman told the other to go hunting while he fished. It was a natural distribution of work where resources needed to be organized to produce greater output. Then a third dude strolled along and the first guy asked him if he could make fire. Turns out he could, and he could hunt too, but the thing he did best was to make fire so he was called the fire guy. And so it was that human beings learned to collaborate and coordinate in a flexible manner to achieve something they couldn’t achieve on their own. At its essence, this “organism“ of three people isn’t terribly different than what we today see in complex organizations. Replace skill with fire/hunting/fishing, problem with starvation, and opportunity with a chance to eat, and the basic archetype hasn’t changed.