“As the demands for higher value and creativity are the norm today and the complexity of offerings has grown, we have begun to see that division of labour has reached its points of diminishing returns. What managers have learnt is that division of labour always implies a scheme of interaction by which the different divided activities are made to work together. The lines between the boxes are starting to matter more than the boxes! Complex value creation is impossible without interaction. This is because any higher value activity involves complementary, often parallel, contributions from more than one person or one team. In fact the more complex the offering is and the more specialized the resources needed, the more demands there are for the amount, quality and efficiency of communication because of the inherent interdependence of the activities.”
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