This is the second of four posts. Each tackles a piece of the elephant that is the recent Fractured Atlas move to a four-person “Chiefs Executive.”
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This is the first of four posts: post #4 is co-authored with our Board Chair, Russell Willis Taylor. Each tackles a piece of the elephant that is the recent Fractured Atlas move to a four-person “Chiefs Executive.”
As of January 1, 2020, Fractured Atlas has no physical headquarters, no home office, no official shared workspace whatsoever. As you can read elsewhere, the organization (for which I’m honored to serve on the board) decided not to renew its lease on its long-standing Manhattan office, instead embracing an entirely “virtual” workforce.
Since we embarked on our new leadership journey, I (in my role as Chair of the Fractured Atlas Board) have been asked a number of times “Why take the risk?” As Fractured Atlas is in the risk business with regard to innovation and services for our members, the better question to me is why not take the risk – it's what we do. This brief post is an outline of the benefits thus far, as well as an honest admission about what we still haven’t figured out. (My fellow board member Chris Mackie will be writing on the detailed list of what we have yet to resolve and design – this will be a quick pass in anticipation of his contribution which is coming soon.)