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Handy | C. -1993- Understanding Organizations !link!

The curve is simple: All things (products, careers, organizations) start slowly (learning), rise rapidly (growth), plateau (maturity), and eventually decline (death).

Charles Handy’s Understanding Organizations , particularly the definitive 1993 fourth edition, is precisely such a work. handy c. -1993- understanding organizations

A small, elite group of executives and key workers who hold the "organizational knowledge." They are expensive, hard to replace, and define the mission. ( Note: In 1993, this was 20% of staff. Today, many firms operate with 10% ). The curve is simple: All things (products, careers,

Handy was an optimist about the gig economy. He believed the "flexible third leaf" would create freedom and diversity. He underestimated the precarity, algorithmic management, and lack of healthcare that defines modern gig work. He saw a portfolio career ; we see a portfolio of side hustles out of necessity. ( Note: In 1993, this was 20% of staff

Individuals or companies paid to do specific tasks (IT, payroll, cleaning, design). They are not "employees" but "vendors." Handy noted that this allows flexibility but destroys loyalty.

The curve is simple: All things (products, careers, organizations) start slowly (learning), rise rapidly (growth), plateau (maturity), and eventually decline (death).

Charles Handy’s Understanding Organizations , particularly the definitive 1993 fourth edition, is precisely such a work.

A small, elite group of executives and key workers who hold the "organizational knowledge." They are expensive, hard to replace, and define the mission. ( Note: In 1993, this was 20% of staff. Today, many firms operate with 10% ).

Handy was an optimist about the gig economy. He believed the "flexible third leaf" would create freedom and diversity. He underestimated the precarity, algorithmic management, and lack of healthcare that defines modern gig work. He saw a portfolio career ; we see a portfolio of side hustles out of necessity.

Individuals or companies paid to do specific tasks (IT, payroll, cleaning, design). They are not "employees" but "vendors." Handy noted that this allows flexibility but destroys loyalty.