In a start-up, the coordination of work takes place through the transparency of activities, close proximity of people working together and mostly informal, responsive, ongoing communication.
I have often wondered when and how the transformation to the world of formal reports and meetings takes place.
After closely studying several case companies, it seems to me that it is not at all the growth of the company that requires the development of formal communication systems. That takes place as a result of the managerial thinking that has evolved in response to growth.
The mainstream view of management science sees the organization as having a separate existence from individuals. In organizations, as in machines, the interchangeability of parts is thought to promote efficiency. This means that processes retained in workers´ interaction should be recorded in documents and passed back to govern work. The aim is to rise above the individual memory and to establish an organizational memory. This is what mainstream knowledge management was all about twenty years ago: “If only HP knew what HP knows”.
Industrial management has been about depersonalizing
the workplace in the interest of efficiency, even up to the point of seeing people as (human) resources or (valuable) assets
. Because of the strong desire to outdo the individuals, the communication habits of a “managed” company need... Read the article