And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. If you care and are listening, these are hard to miss. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Until that one fateful moment when they are. Like technical debt, these risks linger because they are never the most pressing problem. These are systemic problems that are preventing your organization from reaching its potential. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. “Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt.
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