Fifty years ago, William Whyte wrote a book called ‘The Organization Man’.
He thought that ‘traditional organizations’ rewarded long service, obedience and loyalty. Their structure was characterized by a head office, which controlled both strategy formulation and its implementation.
This system of control was represented by a tall hierarchy with a long chain of command.
IBM – The Organization Man
The company that most closely illustrated this traditional organization was IBM.
Today, however, 50% of IBM’s employees have worked for the company for under five years; 40% of its 320 000 employees are ‘mobile’ and spend at least one day a week working away from an IBM site; and about 30% are women.
This transformation has been enabled by developments in information and communications technology, the globalization of production and sales, and the shift of functions to subcontractors through outsourcing and Joint Ventures (JVs).
‘The Organization Man’ has become ‘The Networked Person’, who is always on the move with a laptop computer and a mobile phone. Many employees no longer have their own personal office space provided by their employer.
Motorola – The Networked Person
Twenty years ago, Motorola, a co-inventor of the mobile phone, was a tightly centralized business. Three men in its headquarters were in control of almost everything.
As the company grew, they decentralized and flattened the hierarchy. However, by the mid-1990s, the business was growing so fast it was impossible to control. In 1998, the company made 25,000 people redundant and returned control to their headquarters. As Motorola have become more global, they have adapted their traditional structures by appointing local managers to take account of different national markets and tastes.
However, some commentators argue that these structures are more complex and inefficient and have led to ‘conflict and confusion’.
Apple – The Smart Individual
Apple’s introduction of the iPhone in 2007 marked a significant turning point in the smartphone industry starting a new era of mobile technology that has fundamentally transformed how people interact with the world around them. The iPhone’s user-friendly interface, powerful hardware, and innovative features, such as the touchscreen and App Store, quickly turned it into a cultural phenomenon.
The iPhone’s impact on the smartphone industry has been profound. It has popularized smartphones among a broader audience, redefined the user experience for mobile devices, and driven innovation in the industry. Its success has also had a significant impact on the broader technology landscape, as other companies have been forced to adapt their strategies to compete with Apple’s dominance.
In addition to its technical and market-leading impact, the iPhone has also had a cultural impact. It has become an integral part of people’s daily lives, used for communication, entertainment, work, and information access. It has also changed the way people consume media, browse the web, and interact with their surroundings.
The iPhone revolution has made smartphones ubiquitous, deeply integrated into our lives and daily routines. It has also transformed the way we communicate, access information, and interact with the world around us. The workforce is as a result more flexible in terms of location and working hours. These changes have also allowed businesses to adapt their structures and operations.
