Handling capabilities in a hierarchical organization

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As I previously stated, I’m employed by the Swedish Armed Forces; an extremely hierarchical organization. You would assume that decisive leadership for the optimization of utilization would be common in such an organization – believe me, it is! However, in such a hieratical structure, I imagine it’s hard for management to get an overview of the organizational capabilities. I know for a fact that key competence that could be utilized disappear when they are organized in inappropriate organizational structures; making them “invisible” in the organization as a whole.

A few years ago, the Swedish Armed Forces implemented a new IT system. In the “internal commercial campaign” a mission commander could find specialized skills anywhere in the organization using this tool. He then deployed combat ready specialist, with full gear, with just the click of a mouse. To be fair I’ve never seen these functions be used and we still use excel sheets to report which courses, competences and certificates our civilian staff hold.

This would be a really interesting masters thesis to look into. How are organizational capabilities balanced and optimized in such a hierarchical organization.

What do you think? Do you work in a larger organization with good control, balance and optimization of capabilities? Please leave a comment.

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