The Corporate Lattice: Achieving High Performance In the Changing World of Work
The Corporate Lattice: Achieving High Performance In the Changing World of Work
The corporate ladder has been the prevailing model for how companies manage their work and their people since the beginning of the industrial revolution a century ago. The ladder represents an inflexible view in which prestige, rewards, access to information, influence, power, etc. are tied to the rung one occupies. The problem is, the authors argue, we no longer live in the industrial age.
The pace of change is faster. Work is increasingly virtual, collaborative, and dispersed. Organizations are flatter. Companies are much easier to see into. Careers zig and zag. Work is done wherever, whenever. And information flows in all directions. The result? The ladder model along with the outdated norms and expectations that defined it is collapsing.
In their best-selling book, The Corporate Lattice: Achieving High Performance in the Changing World of Work, author Cathy Benko and co-author Molly Anderson define the emerging Corporate LatticeTM model and argue convincingly t
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Interesting read,
I found the information very practical and the approach the authors took in explaining the challenging topic of Corporate Workplace is very admirable.
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|How and why “a multidimensional corporate lattice(tm)” is becoming the dominant workplace structure,
Two recent inflection points reflect major changes in the contemporary business world: one involves the replacement of the command-and-control management style with one that affirms authenticity, transparency, empathy, and other qualities once considered “soft”; the other involves the replacement of what Cathleen Benko and Molly Anderson characterize as the “hierarchical corporate ladder” with “a multidimensional corporate lattice(tm),” one whose structure is flatter, within which authority is more widely distributed, one that provides multidirectional career paths and, although driven by team and community commitments, nourishes mutual trust and respect between and among those involved.
As I worked my way through Benko and Anderson’s lively narrative, I was reminded of a passage from Walt Whitman’s poem, Song of Myself: “Do I contradict myself? Very well, then, I contradict myself. I am large, I contain multitudes.” Whitman’s affirmation of complexity and diversity could well serve as a mantra for the Lattice mindset. These are its core values:
o Success can be defined many different ways
o Success can be measured many different ways
o Individual growth can be developed many different ways
o When, where, and how it is done is determined in collaboration with those who will do it
o Jobs are competency-based to reflect its dynamic nature
o Information is widely accessible and customizable
o Multi-level co-creation drives engagement and achievement
o Integration of organizational and personal priorities and values
o Multiple career paths to accommodate different goals and competencies
I especially appreciate Benko and Anderson’s skillful use of various reader-friendly devices, such as Figures, Tables, and checklists. They consolidate key points. For example, “The forces driving the changing world of work” (Figure 2-1, Page 29), “Career engagement changes over time” (Figure 3-3, Page 74), and “The stages of lattice ways to participate” (Figure 5-1, Page 117); “A comparison of ladder and lattice thinking about careers” (Table 3-1, Page 53), “A comparison of ladder and lattice thinking about work” (Table 4-1, Page 81), and “A comparison of ladder and lattice thinking about participation” (Table 5-1, Page 102). There are also several dozen checklists in various formats that, in combination with Figures and Tables, will expedite frequent review of key points.
In this thoughtful and thought-provoking volume, Benko and Anderson provide a comprehensive, cohesive, and cost-effective “game plan” and operations manual that are needed to plan, implement, and then strengthen “a multidimensional corporate lattice(tm)” culture. Among the many significant benefits this enterprise architecture will achieve is what Cathleen Benko and Molly Anderson characterize as a “career-life fit” for each of those involved. Better yet, because each person’s life resembles a lattice rather than a ladder, the fit can be customized.
With regard to the “bottom line,” those involved in a lattice culture will be far more productive at work as well as much happier there and elsewhere. It is no coincidence that on the annual lists of companies most highly admired and the best to work for are also on the annual lists of those that are most profitable and most valuable. What does that suggest?
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