I would think of Landmark as a control grid, with a sort of invisible hierarchy.
This is exactly what I 'see' in many so-called flat organizational structures.
I would also imagine that the so-called 'coaching culture' that many organizations now aspire to create is a Landmark structure.
Rather than having external systems of control, and conventional performance management, you can create internal systems of self-censorship, fake enthusiasm, and MOTIVATION.
I have always thought it is in a way GREAT that Japanese employees respond quite diffidently to employee satisfaction surveys (this strikes me as HONEST), whereas western counterparts frequently fall all over themselves to say how much they love their jobs, bosses, and organizations.
It's a mind-f#cK.
This is exactly what I 'see' in many so-called flat organizational structures.
I would also imagine that the so-called 'coaching culture' that many organizations now aspire to create is a Landmark structure.
Rather than having external systems of control, and conventional performance management, you can create internal systems of self-censorship, fake enthusiasm, and MOTIVATION.
I have always thought it is in a way GREAT that Japanese employees respond quite diffidently to employee satisfaction surveys (this strikes me as HONEST), whereas western counterparts frequently fall all over themselves to say how much they love their jobs, bosses, and organizations.
It's a mind-f#cK.
