Thirdly, despite technological advances, the production per hour is lower than it was twenty years ago, signaling a leveling off in production growth. Secondly, the return on assets – the profit amount a company earns with what it owns – a hard-to-fudge performance metric, has gone down. Looking back, the manual of sabotage seems like a regular workday today! Whether intended or not, this structure of organizations seems like sabotage and is having negative effects on companies.įirstly, it has affected the lifespan of companies, where a company spending about 60 years on the S&P 500, now has a lifespan of 10 years only.

The manual, given to citizens that were friendly with the Allies had a list of actions that interfered with organizations and production, setting up complicated bureaucratic systems, adhering to regulations at all costs, and denying shortcuts that would help speed up the process of decisions, etc. It was a manual that ‘waged a war of simple sabotage’. A field manual commissioned by the director of the agency that later morphed into the CIA laid down guidelines intended to destabilize commerce and communities. The story of the organizational setup began a little after World War II. Using case studies and by offering suggestions, the author gives organizations subtle guidelines that can help them move from an outdated OS to a more flexible, human-centered, and open system of functioning. However, many organizations are still using the same old operating systems that were inherited over a century ago from factories and industries.īrave New Work (2019) by Aaron Dignan gives a unique perspective to creating and sustaining organizational change. The global marketplace today, is more dynamic and is constantly reinventing itself, at a pace faster than it did merely two decades ago.

Brave 2 2019