Systems are strategic entities. People can operate within them for the purpose of facilitating processes and procedures. More fundamentally, people cooperate in teams. It's when we errantly swap the two that we sacrifice the viability of strategy, and the humanity of those who make organizations go.
In the way I've thought about them here, path dependencies make for interesting diagnostic and prescriptive tools. They may also describe scenarios in which culture is either/both a strength or a weakness that must be acknowledged. Operationally, perceiving strategy through the lens of path dependency may result is some creative, cost-effective, and efficient solutions to hard problems.
Of course, not everyone likes in-depth analysis; however, what affects one at work has personal meaning to that individual. My work journal became more than a daily review. It was something altogether different, something more.
Through a top-level understanding of organizational culture we can discover new ways to make sense of the workplace.
Mentorship is an important development method both for the mentee and the mentor. Desired results are growth, path development and high performance. For me, there's a gratification in sharing alongside an urgency to develop myself to meet need.
The employee life cycle overlaps with workforce planning strategy—from recruitment to departure; yes, through until the employee leaves—and plays a crucial part of the promise and potential of an organization’s design - and by derivation its people.
It may logically be said that organization design comes down to a compilation of people, not simply roles.