From Publishers Weekly
Waterman ( The Renewal Factor, etc.) defines adhocracy as an "organizational form that challenges the bureaucracy in order to embrace the new." The author, who worked in Japan, claims in this clear and concise study that well-led ad hoc project teams and task forces are the most effective means of bringing about change. The companies that practice adhocracy are Hewlett Packard, Ford, General Electric and McKinsey. By way of example, Waterman cites the swift execution by Chevron of its 1984 merger with Gulf--involving 37 project teams operating across the globe. Team members working under a project leader who is selected for skill in processing rather than for special expertise, the author stresses, should represent disparate parts of the company and include agents and clients. Above all, he emphasizes the need for strong executive interaction and support with the ability to manage adhocracy "in tandem with bureaucracy."
Copyright 1992 Reed Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title.
is the single best treatment of innovation and teams that I've read anywhere. It's insightful and filled with practical information.” (Charles O'Reilly, University of California, Berkeley)