Is the spaghetti organization model appropriate for other types of firms?
Its four primary characteristics were: a much broader job definition, less formal structure, more open and informal physical layouts to facilitate communications, and management based on values rather than command-and-control mechanisms. Are these four relevant for other companies? All are absolutely relevant, especially for those parts of the company that are highly knowledge intensive and for organizations or industries where there is a need for constant change and innovation. A factory that produces a hundred thousand of the same thing every day can be organized the way Henry Ford did it. What would you recommend to other “captains” in approaching their own challenges of “naval architecture”? I would recommend that they make an effort to understand their mindset or mental model of what their company is actually doing. For Oticon, it was a totally different mental model, whether you are thinking the organization is producing the best hearing aids or helping people with impaired heari
