Vanishing Point

Jason Fieger

Jason Fieger is a Senior Associate with more than 30 years of experience in strategic advisory and legal practice, including work as a trial attorney in private practice. He helps clients tackle complex challenges related to strategy, change management, leadership, mission analysis and assurance, business continuity, critical infrastructure, executive coaching, and facilitation support. His clients have included Federal, DoD, Intelligence Community, International, and Fortune 500 Commercial organizations. He remains a member in good standing of the District of Columbia and Maryland Bars.

Recent Posts

Perfect Innovation is a Dangerous Myth

Posted by Jason Fieger

April 5, 2017 at 8:03 AM

A brief history of the iconic toy manufacturer LEGO offers a clear argument that the traditional notion of perfection is the enemy of our modern reality. Historically, only by those companies able (and willing) to spend years on R&D have attained this status. Today, we know that time can destroy success, and that perfection may be a moving target.

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Your New Year’s Resolution to Change is Too Limited

Posted by Jason Fieger

January 11, 2017 at 9:05 AM

January is a time for resolutions. For many people (and businesses) the first weeks of any new year are given over to setting goals and shifting priorities. Many of these objectives relate to how we will “change” or “transform.” Despite our best intentions we more often than not fail, as any number of articles about keeping resolutions will tell.

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Do You Know How to Structure Your Horizontal Organization?

Posted by Jason Fieger

June 22, 2016 at 9:00 AM

In the first installment of this two-part series on the  evolution and benefits of horizontal (flat) organizations, we looked at the transition from laddered Industrial Era structures to agile and collaborative, Knowledge Age organizational models. We considered the factors that should guide the development of a pure or hybrid flat model, including innovation objectives, culture, legacy, and mission.

 

With that in mind, the next step is to dissect the flat organizational model to explain the concepts that underlie its success. The information should inform your considerations as you run scenarios and work to tailor the most appropriate version of the horizontal model for your current and future organization.

 

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The Knowledge Age Organization Has No Ladder

Posted by Jason Fieger

June 15, 2016 at 9:30 AM

Markets and people are more interconnected, global competition is more intense, demographics have shifted, and we have a whole new set of communication tools. Businesses and government entities are facing the challenge and opportunity of information overload. In this Knowledge Age, we’re seeing growing evidence that a horizontal (flat) organization is more appropriate.

 

Conventional Second Wave wisdom posited that senior executives led most effectively by managing vertically. Particularly during times like the Industrial Era, vertical organizations did offer real advantages. They are structured for clearly defined lines of authority. That hierarchy produces a tight span of control that can elevate task-oriented productivity. 

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