organisations

I've been talking about 70, 20, 10 models for a good time, and it seems that it's applicable in a wide number of different contexts. Generally, it relates to the idea that the majority of time, focus, attention or resources should be focused on established practices or core methods, but room should be left for both extending those core approaches and taking them in new directions, but also for completely new ideas and input.

Charles Handy, Irish philosopher, management thinker and writer, first coined the phrase The Shamrock Organisation in the late 80's to describe an organisational structure with three distinct parts: 

• The 'core staff', likely to be experienced or highly trained professionals, essential to continuity and maintaining detailed knowledge of organisational aims, objectives and practices.

by: Design Translator

Designers often wonder or whine about how their work is not recognized, accepted or even respected in their organization. What many designers don’t realize is how they or their designs are treated has to do with how the discipline of design is viewed within their organization. While most of the time I reference organizations that have in-house design teams, most of the topics of our discussion today can also apply to consultancies looking to service organizations that buy design services.

by: David Armano

Was having a conversation with a colleague recently when it struck me that organizations are facing some interesting new challenges when it comes to how they operate at a cultural level and how this manifests outside the walls of the entity. I got to thinking about two very simple ways of looking at this: