New flat organizations put, therefore, more importance on timely sharing of information and eliminating delays caused by tall hierarchies. Equally important is the external strategic linking (with consumers, suppliers, government, etc ). Fierce competition and ever changing needs of customers require fast decision making for which a flatter organization is more suitable. Thinking back about the company I spent the past three years I can understand the mistakes top management had made in neglecting the need to share information quickly and react to the market change. The company (small yugoslav airline) relies heavily on chartered and seasonal flights where conditions change monthly if not weekly. Top management with strong bureaucratic background was fine with the classic old style company until other, smaller, but more flexible companies started eating into our market share. To answer we have introduced a once a week inter-department meeting of mid-level managers who come up with a suggested plan for the following week, which then goes up to the board. This is something that could be compared with the Permanent Cross-Unit groups described in the module. Suggestions this team makes are usually timely, straight to the point solutions. Unfortunately, top management, burdened with power struggles and chronic lack of orientation to the goal rarely agrees on, and implements the proposed suggestion. But this belongs more in the area of political lens.
The diversity of the "new" organization has its strategic design implications as well. People with different cultures and experiences are brought together in cross-functional teams which makes things even more complicated. Relying solely on instructing listening and communication skills may not be enough. Some formal linking via integrators and liaison people is needed. Their task is not to work but to coordinate the communication and especially the decision making.