Part 1. Necessary disorganization : the new exemplars. Toward fashion, fickle, ephemeral -- EDS, the world's largest project organization in the world's zaniest industry : 72,000 smart people in bands of 10 equals $7.1 billion in revenue -- Cable News Network : information as fashion, corporation as carnival -- ABB Asea Brown Boveri : giant industrial company, small businesses, lean staff, big leverage through knowledge dissemination -- Part 2. Learning to hustle. Titeflex unplug the computer, unleash the Teamsters, and "Just do it" -- Ingersoll-Rand : barbecues, drag tests, medieval warriors; and slowing down to speed things up -- The Union Pacific Railroad : decimate the middle ranks, liberate the conductors, and launch a counterattack against the truckers -- Part 3. Information technology : more, and less, than promised. Computer nerds, as far as the eye can see -- Information technology and organizing -- Part 4. Beyond hierarchy. Unglued organizations -- Projects and professional service firms 1. : Cases in pursuit of a common denominator -- Projects and professional service firms 2. : The fleeting "organization" -- Projects and professional service firms 3. : Transformation -- Projects and professional service firms 4. : On the way to projects for all -- Basic organizational building blocks 1. : Every person is a businessperson -- Basic organizational building blocks 2. : Self-contained work teams -- The missing "X-factor" : trust -- Basic organizational building blocks 3. : Market-scale units (Buckyborgs) -- More market scale : independent, global, mighty, and SMALL -- Networks 1. : Farewell vertical integration, welcome networks -- Networks 2. : The world of the supersubs -- Networks and markets 1. : A first look at "marketizing" the firm -- Networks and markets 2. : The pursuit of power -- Networks 3. : Life in networked organizations -- The quest for metaphors IV : The imagery of dynamics and connectedness -- Knowledge management structures 1. : Taking knowledge management seriously -- Knowledge management structures 2. : Getting physical -- Knowledge management structures 3. : Knowledge bases, expert systems, computer-augmented collaboration, and the potential of information technology -- Knowledge management structures 4. : Developing and tapping expert power in the hierarchy-less organization -- The trauma of buying into "horizontal," "whole," and "learning to learn" -- Trust, respect, and the mindful organization -- Beyond hierarchy -- Part 5. Markets and innovation : the case for disorganization. The exaltation of mess, or learning to love chance -- Violent market-injection strategies -- The market's will be done : the mighty German mittelstand -- "Marketizing's " imperatives 1. : Rethinking scale -- "Marketizing's " imperatives 2. : Try it! Break it! Touch it! -- "Marketizing's " imperatives 3. : Renegades and traitors, passion, arrogance -- "Marketizing's " imperatives 4. : Loosening up -- Own up to the great paradox : success is the product of deep grooves / deep grooves destroy adaptivity -- Part 6. Fashion! The transformation of positively everything -- Fashion, diversity, the globe -- Glow! Tingle! Wow! (Yuck!) -- Follow the yellow brick road (to better instruction manuals) -- Building "wow factories" -- A special case of wow : an encompassing view of design -- "Customerizing" : produced by, directed by...and starring - our customers -- Afterword : Liberation management.
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