About a year ago, an 1855 org chart of the New York and Erie railroad was cascaded worldwide by the VP of the Infographics Department of the Internet. There was a good deal of admiration as well as lamentation. Apparently we no longer care enough about our corporations to create beautiful depictions of their anatomy, ars gratia artis. Whatever else the shortcomings of mid-nineteenth century corporate management (they had a tendency to start wars and gun down workers in pursuit of their Missions and Visions among other things, and you had to be a quick-draw gunfighter to earn a Harvard MBA in those days), they clearly cared.
By contrast, a modern set of org charts is usually a showcase of apathetic PowerPoint banality. In fact, you rarely ever see a big global view anymore. Just little local views that could, in principle, be patched together into a global view, but in practice never are. Often, even CEOs only have a coarse, low-resolution view of the whole, with blocks representing entire huge divisions of thousands of humans and billions in capital assets. There is usually no operational capability for drilling down into finer points where the situation demands it (Proctor and Gamble, apparently, is an exception). Most senior executives — VP and above in organizations of 1500 or more people say — are in the position of surgeons operating on the basis of having played the kids’ game Operation rather than on the basis of medical training and tools like MRI machines.
There’s a very good excuse for this though: the pace of organizational and environmental change today turns static maps into garbage very quickly. The part of the organization that is both possible and useful to represent using an org chart has been rapidly shrinking.
What, if anything, should be done about it?