Insights into "tribal" business (for HR/employees) - Nov 2013

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Modern businesses are experimenting with new organizational structures where the focus is on communities instead of hierarchies… top-down governance is being replaced with cultures where employees are encouraged to self organize and become more adaptable. Why is this being called a “tribal business” and what does it mean to grow a business in this way? How does working together like this motivate people to contribute more?

Business Technology

“...the most engaged workers come up
with most of the innovative ideas, create
most of a company’s new customers and
have the most entrepreneurial energy.” –
2013 Gallup Survey

Purpose
Autonomy
Mastery
Motivation

Engaged Employees

“The ultimate freedom for creative groups is
the freedom to experiment with new ideas.
Some skeptics insist that innovation is
expensive. In the long run, innovation is
cheap. Mediocrity is expensive – and
autonomy can be the antidote.” –Tom Kelly, IDEO

The business is greater than
the original vision.

Tribal Business
Network
Leadership
Experiments

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Authored by: Gerald C. Kane , Anh Nguyen Phillips , Jonathan R. Copulsky and Garth R. Andrus Over the course of four years, authors Gerald C. Kane, Anh Nguyen Phillips, Jonathan R. Copulsky and Garth R. Andrus surveyed more than 16,000 businesspeople worldwide about the impact of digital disruption on their organizations. The researchers’ insights can help guide any company to “digital maturation.” They found that technology alone doesn’t drive digitalization. Rather, a firm’s talent, culture, adaptability and leadership matter most. The authors offer strong arguments, detailed examples and solid advice, including a warning not to copy another firm’s digital path but to adapt the process to your unique culture.

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For 25 years, Ricardo Semler has been putting into practice what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. In this session we will talk about the main management changes that Semco introduced, which are very aligned with the agile mindset. We’ll also hear from managers of five companies on their real and concrete experience in putting some of these concepts in practice. Invited speakers for this session: Rui Pedro Alves (Partner at Rupeal), Jurgen Appelo (Book author “Management 3.0”), João Pedro Martins (CTO at Create.IT), Alexandre Magno (Principal at AdaptWorks) and Miguel Muñoz Duarte (Partner at Imatch) Presented at Scrum Gathering Portugal 2011 http://www.scrumalliance.org/events/269-portugal

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