Martin Thomas says that the way we do business has to change. One of the greatest weakness of many organisations is the delusion of being in control. The future is loose- loose organisations, loose management styles and loose ways of working.
Author martin Thomas describes how more open ways of thinking and operating are beginning to pervade even the largest and most complex institutions , from global corporations to government departments. There are limits to being loose, but freedon can exist within a framework.
Martin say that by building on cutting- edge case studies and conversations with the smartest business people from around the globe , Loose challenges receiwved wisdom and explains new ways of managing companies, building brands , engaging with customers and marketing products and services.
Martin has given many many examples( actually too much ) in entire book but each example makes sense all shows the way how to cahnge business terms before they are changed for you.
In Introduction he speaks about - Belgian Traffic PLanner , Hans Monderman who challenged conventional thinking about traffic signals.He argued that traffic lights , signs and road markings actually made roads less safe as they took away people's ability to think for themselves. He pioneered his thinking in Dutch town Drachten where 12 of 15 sets of traffic lights were removed and results were remarkable. number of accidents fell year on year by 8.3 percent. He mentions that it is drivers to take responsibility for their own risk than to abdicate responsibility to Government.This also forces motorists to negotiate with other road users rather than assume that they always have priority.
mansi - I also see whenever cab or bike has to go first they will ignore eye contact. And those who do eye contact will definately wait for you to cross road . Those who dont wait we can make from out easily how much they care for ethics.
Thomas says Monderman died in 2008 was not a management guru or highly paid business consultant but he understood human behaviour and most importantly was prepared to question the naive faith in necessity of structure and clarity of defined boundaries. His Idea of sahred space was used in many places in UK and there traffic lights and railings were removed.
The shared space concept does have its critics and even advocates , such as Hmilton- baillie , accept that it can only work in right locations.But it has made many traffic management systems to rethink on many aspects.
Martin Thomas also talks about merits of the loose , decentralised Al-Queda structure, and ,in particular its ability to survive frequent attempats to destroy it.He says Agility , flexibility a willingness to exercise judgement and an ability to improvise will become the defining characteristics of successful institutions in next decade.
