atomized enterprises: the best is ahead of us
The Atomized Enterprise is not just a theoretical construct. I saw a news item on Friday about Twitter bringing in external software development folks to rework its infrastructure and fix its chronic problems with service availability. This is huge! It ties in well with our earlier definition of the Atomized Enterprise: a pool of talent is being brought in to deliver value efficiently and in a loosely-coupled manner to Twitter’s stakeholders. In this case, the hired guns are being brought in from the local San Francisco area, but there are already companies seeking even more capital-efficient labor pools. Such work currently happens for high-end projects conceived internally at large enterprises, but the learning experiences gained therein will help open the floodgates for more atomization. High quality work, ironclad contracts and adequate intellectual property protection are and will be essential to more fully realizing the Atomized Enterprise.
What’s even more exciting is this quote from the post
Pivotal Labs qualifies its client list with this phrase: “There are more startups that are in stealth mode, and larger clients that are a little shy about us mentioning their names.”
More enterprises are being conceived as Atomized Enterprises from the get go. Traditional enterprises may view offshore product development and other loosely-coupled ways of marshalling resources to create value as little more than cheaper ways of getting a project done. But natively Atomic Enterprises will find ways of allocating resources efficiently because it is central to their very survival.
We will think through some of the implications of Atomized Enterprises in upcoming posts, but meanwhile, this is one item that I didn’t want to miss out on.
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