One of the hardest and most valuable things you can do as a company is the following:

1. Have a fully up to date org chart
2. Have a diagram that is not the org chart that accurately reflects how work flows through the company
3. Have an up to date and accurate diagram and explanation of what the company does and how it does it (architecture, revenue funnels, business value streams, code-bases)

Scaling decision making is *impossible* without a shared context to build alignment off of.

@hazelweakly Fun exercise: give everyone on the team a piece of paper, a pencil, and 5 minutes to draw a concept map of what the team is supposed to be doing (or an architecture diagram of what it's working on, or...). Everyone does theirs independently, then you count 3-2-1 and everyone reveals. The next hour is always filled with really useful discussion (sometimes quite loud) about differences between different people's mental models and understandings.
@gvwilson I love this. That sounds like an amazing exercise
@hazelweakly Reveals a lot of legitimate differences in understanding/vision/etc., and also a lot of straight up misunderstandings. Also shows who has just been lazy about paying attention to anyone's work but their own (or in some cases, including their own). Mistake I made the first time I did it was trying to reconcile everyone's mental models; realized afterward that it's OK for people in different roles to see things differently as long as they're not directly contradicting each other.

@gvwilson very cool!

Might you be interested and willing to contribute this workshop under a Creative Commons license to the open practice library?

OpenPracticeLibrary.com

@kattekrab sure - can you please mail me ([email protected]) and we'll move the conversation there? thanks for the invite
@gvwilson yay! Will do tomorrow as I’m on the road today. Thank you! 😊