Reading 7 is all about the organization of corporations. There is more focus on the organization of the workforce, more so in the current digital age. Even the leading organizations have not been able to digitize their workforce completely. The need to focus on “platform” rather than “structure” has been mentioned as an important approach in establishing efficient human-capital management since platforms are likely to generate the desired stability. Digital workforce platforms have the ability to create environments that make employees feel energized, valued and happy.

Reading 8 on its part revolves around workforce transformation in the digital era. Digital disruptors have been identified as having the ability to curtail business operations. As a result, many corporations are focusing their transformation efforts on business process and IT. This results in the neglect of the workforce. This has been identified as a wrong move since the workforce is considered as an integral component for digital business agility. Companies that instill digital business agility among the workforces are three times likely to succeed financially.

Reading 9 on the other hand is all about the Holacracy Constitution. It is more of a document that contains information about the structure, roles, and processes that can be used in the managing and governing of organizations. The document is divided into several articles that guide organizations on how to approach certain activities. The articles revolve around governance process, energizing roles, operational process and circle structure.

Case 5 revolves around Ithaca Beer Company (IBC).  The company has been used as a case study to demonstrate McKinsey 7-S model. The model postulates that structure, staff, strategy, style, shared values, skills and systems should be in alignment in an organization. IBC, which is a beer brewer in the USA has aligned four of the 7-S model, and this has contributed to the success of the company to a great extent. There has been an alignment of staff, skills strategy and shared values. Through the case study, there is also an indication that some factors are more salient than others depending on the cycle that the organization is at.

Case 6 on its part is about Zappos, which is an online clothing and shoe shop based in the USA. The case details on how the company was founded. However, there is more emphasis on the company’s culture regarding its employees. There is a culture of employing a diverse workforce with specific qualities and ensuring that they work as a unit. The company was determined to ensure that its employees are happy from the inception. This is because happy employees are likely to offer great service.

The topic that has interested me the most is in case 6; the one about “Implementing the Happiness Framework at Zappos”. This interested me based on how most workplaces operate. Many employers tend to forget about the wellbeing of the employees. There is more emphasis on increased productivity at the expense of their wellbeing. This aspect has resulted in the failure of operations in several organizations since the employees are not motivated. There is also an elevated turnover of employees who the organizations consider as being critical since they succumb to the pressure being presented. Many employers tend to forget that happiness at the workplace can encourage creativity, result to improved analytical abilities, and increase the ability to handle adversity among other things. This is to say that it essential in moving forward since employees remain to be the greatest asset in any organization.

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