Look up WL Gore and Associates. They have thrived on a very different company power structure. Or maybe their founder was right and the power structure wasn't different (he thought official power structures were not where the power was held, and therefore dispensed with them in order for unofficial power structures to more easily come to the fore).
The problem is that you have to have some forms of effort in coordination and there aren't a while lot of models for that in actual practice. There are a few different topologies.
Where I work is becoming more of a traditional company in many ways. But I still look to Gore's insight that the real decisions are made around the water cooler and in the carpool van, and that is helpful.
>But I still look to Gore's insight that the real decisions are made around the water cooler and in the carpool van, and that is helpful.
So it assumes a very in-person culture for one thing.
Which is fine. But it basically excludes models based on people communicating in a more distributed way. And that probably strictly limits size and geographic diversity.
Nothing wrong with that. I can say I'm building a company in X location. I want everyone to come into the office and we're not looking to get big. That's fine. Among other things, you've described every local manufacturing, wtc. business.
I am not sure that's the assumption behind it, but I do agree these things are products of assumptions.
I have ideas for how I would organize a company if I had a blank slate. However, usually if you start getting investment, the discussions get more restricted.
The problem is that you have to have some forms of effort in coordination and there aren't a while lot of models for that in actual practice. There are a few different topologies.
Where I work is becoming more of a traditional company in many ways. But I still look to Gore's insight that the real decisions are made around the water cooler and in the carpool van, and that is helpful.