Thanks to Dave Pollard for pointing to this. I linked to and wrote about the Bioteaming Manifesto about a year ago when it came out, as an example of the types of work design issues that wirearchy would eventually make manifest everywhere (see also points 4 and 5 of Euan Semple’s recent blog post about consulting, wherein he points out the similarities of most organizations, in terms of the issues encountered when beginning to grapple with putting social software to use, and the socio-cultural issues that will always come up).
As (I believe) I have often said in the past, we are just starting to come to grips with the ways that interconnected digital infrastructures will change the design of work and the power relationships in the workplace .. and there will be (IMO) polarizing effects. Much streamlining of work processes encoded in comprehensive integrated systems has taken place already, and of course more will follow.
Much of that will be carried out by large systems like SAP, which will be installed by teams of expensive consultants, accompanied by training in how to use the system (euphemistically called "change management") that will further entrench hierarchical decision-making and make much work more rote. We will also see more of the polar opposite … more democratic work places and spaces where many or all of the members of overlapping teams share information, ideas, knowledge and decision-making.
The latter will take significant work to create effective cultures. Watch for the rise of what some will call e-OD.
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