Large centralized hierarchies are giving way to smaller and flatter organizations. Many middle managers are being eliminated. The idea of "growing large while remaining small" is emerging as an important corporate philosophy.

In increasing numbers, organizations are permitting each unit, office or factory to grow only to a particular size. Thereafter, growth occurs through establishment of a new group.

These essentially independent units are then held together by a clearly articulated corporate philosophy or "blueprinting" system.

The process is like organic growth: once a cell reaches maturity, it has to split. Total organizations can grow, therefore, by creating a constellation of similar suborganizations, each operating autonomously.

Remote management is exercised through a strongly developed corporate philosophy and culture. It also requires new images of organization to guide the process -- like the "spider plant" and "umbilical cord" images discussed in Imaginization (1993, 1997) and the "fractal" reproduction illustrated in Chapter 4 of the new Images of Organization (1997).

In such a system there is room both for skilled entrepreneurs who aspire to build their own organizations and for managers with more limited aspirations and abilities.

The former are permitted to take off in their own way. The latter can be given precise guidelines for creating clones of a model unit.

Practical implications: If your organization is growing large and becoming cumbersome, look for ways to spin off a satellite. Maintain ties to the core unit by articulating a clear philosophy and a well-developed "umbilical cord." Look at the case study on "spider plants" in Imaginization (1993, 1997) for detailed ideas on this.

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