the bounty effect: 7 steps to the culture of collaboration

  • Seven Steps to The Culture of Collaboration

    My new book, The Bounty Effect: 7 Steps to The Culture of Collaboration, has received two favorable reviews: one in Publishers Weekly and the other in Library Journal. Both reviews focus on the 7 Steps: Plan, People, Principles, Practices, Processes, Planet and Payoff.

    I’m delighted that both reviewers understood the book’s premise that businesses must abandon obsolete organizational structures designed for the Industrial Age and replace them with infinitely more valuable collaborative structures suitable for the Information Age. Leigh Mihlrad of the National Institutes of Health reviewed The Bounty Effect for Library Journal. “Rosen declares that while the control method might have worked in the Industrial Age, it does not work in today’s Information Age,” according to the review. Mihlrad concludes with the Library Journal's verdict: “For those in positions to bring about organizational change, this book provides many useful examples.”

    The Publishers Weekly review highlights my point that The Bounty Effect is by no means limited to corporations. “Rosen argues that collaboration moves well beyond organizational boundaries, as it applies to neighborhoods, communities, and government,” according to Publishers Weekly.  “Collaboration creates greater value, enhances achievement, and produces sustainable business models; the question then becomes how quickly can an organization free itself from the Industrial Age and operate to its maximum capacity in the Information Age.” The sooner an organization starts the seven steps, the faster it can migrate from command-and-control and maximize value through collaboration

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  • Changing Organizational Structures for Collaboration

    My new book entitled The Bounty Effect: 7 Steps to The Culture of Collaboration® is now available. It’s the second book in a series which includes The Culture of Collaboration®: Maximizing Time, Talent and Tools to Create Value in the Global Economy. The Bounty Effect shows how to change the structure of organizations for collaboration.

    Why do organizations need to change their structures? The Industrial Age was command and control. The Information Age is collaboration. Yet Industrial Age structures render collaboration dead on arrival in the Bounty Effect Jacket JPGInformation Age. Remnants of these structures—including organization charts, performance reviews, meetings and mission statements—inhibit organizations from using new collaborative methods and tools that spark innovation. Now we’re at the point where many organizations—from corporations and small businesses to universities and government agencies—have a desire to collaborate.  Some have taken action to instill collaborative culture. But what’s holding back collaboration is obsolete organizational structures, which we must change.

    The Bounty Effect gets its name from the mutiny that occurred on the H.M.S Bounty in 1789. Before the mutiny, Captain William Bligh used a well-worn management technique: command-and-control. The mutiny forced the structure and culture to change as Bligh became a collaborative leader and his loyalists participated in decisions as they struggled for survival aboard a small boat. The mutiny was an exigent circumstance, one that compels immediate action.

    The Bounty Effect happens when exigent circumstances compel businesses, governments and organizations to change their structures from command and control to collaborative. Triggers include disruptive market forces, new competitors, regional slowdowns, natural disasters, terrorist attacks and global downturns.

    The book is about how to seize the opportunity that The Bounty Effect provides and change the organizational structure in seven steps.  My objective in writing the book is to provide a framework for structural change necessary to transform organizations into collaborative enterprises. And The Bounty Effect demonstrates how collaborative enterprises create far more value than command-and-control organizations. Using the framework, people and organizations can determine how to redesign and adopt a collaborative structure that fits. I welcome your input.

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