In good organizations, people can focus on their work and have confidence that if they get their work done, good things will happen for both the comp… - Ben Horowitz

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In good organizations, people can focus on their work and have confidence that if they get their work done, good things will happen for both the company and them personally. It is a true pleasure to work in an organization such as this. Every person can wake up knowing that the work they do will be efficient, effective, and make a difference for the organization and themselves. These things make their jobs both motivating and fulfilling.
“In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem.

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About Ben Horowitz

Ben Horowitz (born June 13, 1966) is an American businessman, investor, blogger, and author.

Biography information from Wikiquote

Also Known As

Alternative Names: Benjamin Abraham Horowitz
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Additional quotes by Ben Horowitz

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees. Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work. While it is quite possible to design a great communication architecture without one-on-one meetings, in most cases one-on-ones provide an excellent mechanism for information and ideas to flow up the organization and should be part of your design.

Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you. Culture is a strategic investment in the company doing things the right way when you are not looking.

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Nonetheless, at some point the monolithic design of one huge organization runs out of gas and you will need to split things into smaller subgroups. At the most basic level, you’ll want to consider giving the groups that you’ve specialized their own managers as they grow.

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