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Reinventing Organizations @HRBC2015

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Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin

Published in: Business

Reinventing Organizations @HRBC2015

  1. 1. REINVENTING ORGANIZATIONS Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015 Jörn Hendrik, ffluid, @jormason Philipp, FELD M, @philippkraemer 27.02.2015, Berlin
  2. 2. The Book
  3. 3. History of organization development 100.000 
 years ago 50.000 
 years ago Now Infrared Red Amber Orange Green Teal Magenta
  4. 4. Overview Explanation Current Examples Key breakthroughs Guiding metaphor RED Organizations Constant exercise of power by chief to keep troops in line. Fear is the glue of the organization. Highly reactive, short term focus. Thrives in chaotic environment •Mafia •Street Gangs •Terror Organizations •Division of Labour •Command authority Wolf Pack AMBER organizations Highly formal roles within a hierarchical pyramid. Top down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of the past. •Catholic Church •Military •Governmental Organizations •Public School System •Formal roles (stable and scalable hierarchy) •Processes (long term perspectives) Army ORANGE organizations Goal is to beat the competition; achieve profit and growth. Innovation is the key to staying ahead. Management by objectives (command and control on what; freedom on the how) •Multinational companies •Charter Schools •Innovation •Accountability •Meritocracy Machine GREEN organizations Within the class pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation •Culture Driven Organizations (NGO’s, Southwest Airlines, Ben & Jerrys, Semco) •Empowerment •Values-driven culture •Stakeholder model Family TEAL
 organizations No one is the boss of anyone else. Hierarchy is not powerful enough to face complexity, e.g. global economy, human muscle brain (cells). If you take your purpose seriously there is no competitor by definition •Network Organizations (Burtzoorg, ESBZ, Zappos, Semco, A.W. Gore, Automattic) •Self Management •Wholeness •evolutionary Purpose Network
  5. 5. Teal Organizations 1.Self-management No one is the boss of anyone else. Because hierarchical organizations are not powerful enough to face the complexity, e.g.global economy, anymore. Rather than a power hierarchy teal organizations work like a natural network Advice Process: One has to get advice from an expert. One has to talk to people who will be affected by the decision 2.Wholeness In most organizations we are pushed to wear a mask. We are so used to wearing it, that we almost forgot about it. We are showing our Ego (only the rational part of it), but not our deeper feelings. Teal organizations are integrating different views and different opinions, because the truth has more facets than just one. 1.Evolutionary Purpose If you take purpose seriously, there is no competition. Because every organization aiming for the same purpose is an ally. If a company vision is aligned with the strategy – and when it’s continuously adapted it becomes stronger and stronger. Purpose is finding a companies why and can’t be simply executed. Execution only works when you think about your company as a machine like in orange organizations.
  6. 6. 1st Exercise: What examples for red, amber, orange and green characteristics for organizations do you know?
  7. 7. 2nd Exercise: Develop ideas on how to implement TEAL- characteristics into your organization!
  8. 8. Contact: +49 (0) 171 369 5336 jh@ffluid.de @jormason fb.me/jormason ffluid.de

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