In my academic study of organizations, I focus on the role of structure in shaping individuals within systems. For example, one recent project looked at how a change in an organization’s structure impacted its network of employees. Another piece explores how the investment networks of venture capitalists guide their deal flow and downstream investment opportunities. In either case, the common thread in much of my writing is identifying the dynamics that create inertia in organizations and how we might redesign them toward more optimal ends.
In many ways, our organizations are living entities. The leaders within them are daily making decisions shaped by how they see the world. One way I seek to make an impact, therefore, is by informing the thinking of these leaders. This influence requires entering into conversation with leaders living and engaging in organizations and the world more broadly, using the written word to shape thinking and downstream action.
In his work on cultural transformation, the sociologist James Davison Hunter points to the decreasing collective relevance of the university, family, church, and other institutions. He instead points to the rising prominence of commerce, technology, and entertainment for shaping society. I am broadly interested in the consequences of such shifts and how leaders within and across such institutions might nudge such patterns more thoughtfully.