Cut off a spider's head, and it dies; cut off a starfish's leg and it grows a new one, and that leg can grow into an entirely new starfish. Traditional top-down organisations are like spiders, but now starfish organisations are changing the face of business and the world. What's the hidden power behind the success of Wikipedia and Skype? What does Ebay have in common with the women's rights movement? The authors have discovered some unexpected answers, gripping stories and a tapestry of unlikely connections.
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11 of 11 people found the following review helpful
By David Wood
Format:Hardcover
I found this to be utterly engrossing. The metaphor of the starfish vs. the spider is bound to enter common parlance - the same way as "Tipping Point" did. This book is a sober but enlightening account of the issues of centralisation ("spider") vs. decentralisation ("starfish"), as well as suitable mixtures of the two.
The book also shows why there's a great deal at stake behind this contrast: issues of commercial revenues, the rise and fall of businesses, and the rise and fall of change movements within society - where the change movements include such humdingers as Slave Emancipation, Sex Equality, Animal Liberation, and Al Quaeda.
There are many stories running through the book, chosen both from history and from contemporary events. The stories are frequently picked up again from chapter to chapter, with key new insights being drawn out. Some of the stories are familiar and others are not. But the starfish/spider framework casts new light on them all.
Each chapter brought an important additional point to the analysis. For example: factors allowing de-centralised organisations to flourish; how centralised organisations can go about combatting de-centralised opponents; issues about combining aspects of both approaches. (The book argues that smart de-centralisation moves by both GE and Toyota are responsible for significant commercial successes in these companies.)
The book also spoke personally to me. As it explains, starfish organisations depend upon so-called "catalyst" figures, who lack formal authority, and who are prepared to move into the background without clinging to power. There's a big difference between catalysts and CEOs. Think "Mary Poppins" rather than "Maria from Sound of Music".... Read more ›
The book also shows why there's a great deal at stake behind this contrast: issues of commercial revenues, the rise and fall of businesses, and the rise and fall of change movements within society - where the change movements include such humdingers as Slave Emancipation, Sex Equality, Animal Liberation, and Al Quaeda.
There are many stories running through the book, chosen both from history and from contemporary events. The stories are frequently picked up again from chapter to chapter, with key new insights being drawn out. Some of the stories are familiar and others are not. But the starfish/spider framework casts new light on them all.
Each chapter brought an important additional point to the analysis. For example: factors allowing de-centralised organisations to flourish; how centralised organisations can go about combatting de-centralised opponents; issues about combining aspects of both approaches. (The book argues that smart de-centralisation moves by both GE and Toyota are responsible for significant commercial successes in these companies.)
The book also spoke personally to me. As it explains, starfish organisations depend upon so-called "catalyst" figures, who lack formal authority, and who are prepared to move into the background without clinging to power. There's a big difference between catalysts and CEOs. Think "Mary Poppins" rather than "Maria from Sound of Music".... Read more ›
7 of 7 people found the following review helpful
Format:Paperback
This easy-to-read book explores de-centralized organizations and how they (sometimes) outperform conventional, centralized ones.
While the book offers some interesting examples to back up its claims, one would be ill-advised to quickly jump into conclusions. Centralized organizations are just as necessary as decentralized ones and we probably need both in our complex, post-industrial, information-rich society.
Still, this books makes its case for a new wave of so-called 'leaderless' organizations where member contribution and overarching, internalized ideologies are key. A timely reminder that successful organizational models are as diverse as human beings and their cultures.
While the book offers some interesting examples to back up its claims, one would be ill-advised to quickly jump into conclusions. Centralized organizations are just as necessary as decentralized ones and we probably need both in our complex, post-industrial, information-rich society.
Still, this books makes its case for a new wave of so-called 'leaderless' organizations where member contribution and overarching, internalized ideologies are key. A timely reminder that successful organizational models are as diverse as human beings and their cultures.
3 of 3 people found the following review helpful
By Dr. Nicholas P. G. Davies
VINE™ VOICE
Format:Paperback
This is a useful book. It's a meditation on the age old problem of how to get the centre and the periphery of an organisation working together.
The centre may well have a clear idea of what needs to be done, and what standards and specifications it wants.(command and control) The people who actually do the work (the periphery) will know whether what the centre wants is realistic, and whether they are willing to help the centre achieve its goals. The very act of central command and control tends to turn people against it.
This book helps us to see why so many organisations in UK are struggling, and are losing staff loyalty rapidly. The UK NHS is a prime example of an over centralised monolith that is scared to decentralise, and where the periphery largely holds the centre in contempt.
This book shows us the future of how organisations will need to work if they want to succeed in balancing some central direction with the energy and enthusiasm of their workers.
It's a a very useful book, well written using a simple easily understood metaphor.
The centre may well have a clear idea of what needs to be done, and what standards and specifications it wants.(command and control) The people who actually do the work (the periphery) will know whether what the centre wants is realistic, and whether they are willing to help the centre achieve its goals. The very act of central command and control tends to turn people against it.
This book helps us to see why so many organisations in UK are struggling, and are losing staff loyalty rapidly. The UK NHS is a prime example of an over centralised monolith that is scared to decentralise, and where the periphery largely holds the centre in contempt.
This book shows us the future of how organisations will need to work if they want to succeed in balancing some central direction with the energy and enthusiasm of their workers.
It's a a very useful book, well written using a simple easily understood metaphor.
11 of 13 people found the following review helpful
4.0 out of 5 stars
An intriguing report on how "leaderless organizations" often outperform conventional ones.
13 April 2007
By Rolf Dobelli
TOP 500 REVIEWER
Format:Hardcover
In 1946, after intensive research, Peter Drucker wrote Concept of the Corporation, a study of decentralization at General Motors. Drucker's book had a profound influence on the business world, particularly on Japanese auto manufacturers, such as Toyota, which incorporated many of his ideas into its operations with great success. Flash forward to 2006, when Ori Brafman and Rod A. Beckstrom wrote this pivotal book about "leaderless organizations." Their insightful analysis concerns the remarkable organizational revolution under way as hierarchies (spider entities) give way to decentralization (starfish entities). The fundamental tension between these two forces remains a pivotal dynamic in business. Today's decentralization movement makes awareness even more critical. GM failed to learn from Drucker's book. This turned out to be a huge mistake. We recommend: Do not make the same mistake with this important book; it should not be ignored.
1 of 1 people found the following review helpful
Format:Paperback|Amazon Verified Purchase
About networked organisations.
Using some case-studies (like Napster-alikes) the book highlights the differences between spider and star fish type organisations.
It isn't perhaps very academic - but that is probably a good thing. There are some interesting ideas here.
Using some case-studies (like Napster-alikes) the book highlights the differences between spider and star fish type organisations.
It isn't perhaps very academic - but that is probably a good thing. There are some interesting ideas here.
1 of 1 people found the following review helpful
Format:Paperback
This book is highly recommended for leaders of organisations of all kinds. The sub-title in regard to Leaderless Organizations is a misnomer -all organisations have leaders invetiably. The trend so ably described by the authors relates more to the decentraliation and organic growth, which is of key interest.
5 of 6 people found the following review helpful
By Edward
Format:Paperback
On the first page of the book and the back cover are a lot of praises for this book. But most of them are exaggerating the importance of this book. The reason is that although it seems the book is about organisations, in fact it is mainly about communities and movements (craigslist, Wikipedia, Animal Liberation Front etc.), many of them connected to the digital world. On page 154 you can read that 'the moment you introduce property rights into the equation, everything changes: the starfish organisation turns into a spider'. This means that the purely decentralised model of a starfish is not applicable to for profit companies. Of course the central - decentral debate is very relevant to companies, but much has been written about it in other books as well. And much has been written also on new business models making use of the internet. So if you don't read this book, you will not miss important new insights.
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3.0 out of 5 stars
Good place to start.
This has been a very helpful book for me. I have been looking at how business structure has changed and will continue to change due to access to information. Read more
Published 2 months ago by chillphil
2.0 out of 5 stars
Content is great - rough cut of pages was poor
The book was advertised as being new, but the pages were rough cut, meaning that some of them were up to 5mm short, so book looks scruffy. Read more
Published on 12 Feb 2010 by Mr. Roger Lane
5.0 out of 5 stars
Really good, just...really really good
If you are looking at this book, you've probably been recommended it by someone, and if you're reading the reviews, you just need convincing that its as good as they said it... Read more
Published on 11 Jan 2010 by A. Dodwell
4.0 out of 5 stars
Unorganized leadership
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Published on 21 Nov 2009 by L. Bitsch-Larsen
5.0 out of 5 stars
The Starfish & The Spider...WOW!
The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations Wow, what an amazing book. I ate up every word of it. Read more
Published on 9 Mar 2009 by Soleira Green
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