So as I think about what happened in 2013, you see a little evolution of models sort of moving towards developing more portfolio divisional models, but also reducing the number of collaborative CDOs.And I will go into explaining, what does that look like, and why are they important when you think about structure?
friends in other groups or organizations. It's also one of the reasons I think there was research shared by Shane Snow in his book uh smart cuts where he talked about that companies that have more cross-divisional transfers end up performing better. And the reason is that let's say now you're at YouTube. Let's say you get placed oddly for whatever reason in accounting, right? Then suddenly the YouTube team isn't like, "Oh my god, those accounting people are so difficult." They say, "I'll just talk to my old coworker and we'll figure this out quickly." And so the humanization
Some CDOs fall under the unit-based CDO model. And some CDOs fall under the portfolio divisional CDO model. So I will explain in a little bit what those models mean.
just in the little time that you have. And then the third model that I found is the portfolio divisional CDO. So graphically, it's apparent that the structure is not flat.
So roughly, those three models-- that's how they vary. And when you looked at the CDO portfolio divisional configuration, you can see that now you have administrative staff. You have program associates.
I have mentored junior faculty that came into our program or department to be able to serve-- like, make sure they are successful when they move You probably will find not every position looks like a portfolio divisional CDO.
Then we have the unit-based CDO model second. And then a very small proportion of CDOs across the nation were under the portfolio divisional one. And that was based on a survey that Dr. Williams conducted and reached about 110 CDOs and about 70 interviews with people
just started dedicating every dollar I could make every hour of my life to racing uh did that for about 7 years um within those seven years I was able to win some national and divisional championships um formula cars um in sports cars GT cars different different manufacturers um and uh in
that uh you just saw up on the screen uh in the imsa Continental sports car challenge Derek began his race career when he was 17 years old uh and he since won divisional and national championships in sports cars and vintage series uh Derek has driven from multiple manufacturers
people weren't, You know, we're in places where they were considered not to belong. That is about ideology and cultural understanding. And I think that's what we also need to shift of these institutions. So when I show up at, you know, my college or divisional chairs meeting and I'm the only brown face in the whole, you know, group, whether so now you know, maybe being on Lee black person and the only native person and the only person, maybe I maybe the only person of color you know, that's a
They saw it perfectly. And one way they dealt with the difficulty is they had, over the years, rotated divisional responsibility among themselves
And I got a lot of wishy washy answers, not a lot of--. Ben Fried: One of the surprising things that I saw was that Tony Scott, the CIO of Microsoft, previously of Disney and CTO of General Motors, or maybe divisional CTO of General Motors, Iím not really sure and so on, his degree is in parks and recreation.
get subsidies, tax breaks, bailouts, privileges. And they are economically inefficient. It's very funny Hayek, Friedrich Hayek has this wonderful critique of socialism. And he said point by point socialism doesn't work. But if you look internal to a large multi-divisional corporation you'll find that Hayek's critiques apply point by point internal to the corporation.