Roger Strathausen Knihy

This book supports the trend in many corporations toward flattening parts of their traditional top-down hierarchical management systems into more egalitarian, democratized, and distributed organizational forms. It shows participants in flattened organizational units how to exercise effective leadership despite lacking the command-and-control authority of conventional bosses. Especially in the technology sector, large projects have become too complex to be mastered by any single leader. Drawing on his experience as an executive consultant for such multinationals as Accenture, SAP, and Roche, Roger Strathausen analyzes the situations and benefits that motivate companies to adopt flattened organizational forms. He shows the calculations that can persuade a corporation that empowering a multi-talented group to manage itself by horizontal cooperation can deliver product with more speed, efficiency, innovation, and nimbleness than a solo boss could, while yielding higher employee productivity and retention rates. Leading When You're Not the Boss surveys the variety of flattened organizational forms, ranging from quasi-autonomous self-organizing cadres embedded in vertically structured parent corporations to whole corporations that radically reorganize themselves into "holacracies" of pure bosslessness. It classifies the various styles of nonhierarchical leadership that emerge in self-organizing groups, in which leadership roles may be shared, distributed, or serial, and whose successive ad hoc leaders may be chosen by election or consensus. Strathausen answers the questions that arise when managers and workers need to adjust to unfamiliar leadership roles and rules in flattened organizational forms. What are managers to do when their traditional authority is sidelined by flat organizational forms? What are traditional rank-and-file workers to do when they find themselves called on to assume unaccustomed leadership roles? He shows displaced bosses and empowered

This book compels the legal profession to question its current identity and to aspire to become a strategic partner for corporate executives, clients and stakeholders, transforming legal into a function that creates incremental value. It provides a uniquely broad range of forward-looking perspectives from several different key-players in the legal industry: in-house legal, law firms, LPO’s, legal tech, HR, associations and academia. This publication is a platform for leading legal professionals that offers a new perspective on the accelerating transformation in legal. Combining expert contributions with editorial insights, it argues that the new legal function will shift from a paradigm of security to one of opportunity; that future corporate lawyers will no longer primarily be negotiators, litigators and administrators, but that instead they will be coaches, arbiters and intrapreneurs; that legal knowledge and data-based services will become a commodity; and that analytics and measurement will be key drivers of the future of the profession. A must-read for all legal professionals, this book sets the course for revitalizing the profession.

Das Buch bietet eine tiefgehende Analyse des Begriffs Wissen und dessen Bedeutung in verschiedenen Kontexten. Es untersucht die Entwicklung von Wissen im Laufe der Geschichte, die unterschiedlichen Wissensarten und deren Einfluss auf Gesellschaft und Kultur. Zudem werden moderne Ansätze zur Wissensproduktion und -verbreitung thematisiert, einschließlich der Rolle von Technologie und Medien. Der Autor regt dazu an, über den Wert von Wissen in der heutigen Welt nachzudenken und Herausforderungen sowie Chancen zu erkennen, die mit dem Zugang zu Informationen verbunden sind.