A new model of organisation design is emerging. What's stopping us from making a shift? How are organisations taking the next evolutionary step? What can we influence in our roles?
'Follow the Leaders' by Isaac Cordal, Berlin, 2011 (known on social media as 'Politicians discussing global warming').
Our organisational structures create 'wilful blindness' - we are unable to see better ways of doing things. See Margaret Heffernan's book 'Wilful Blindness'.
When Jean-Francois Zobrist was appointed CEO of FAVI in 1983, he transformed it from a 'how' company to a 'why' company.
We have evolved new models for our organisations in history and we will do it again, says Frederic Laloux.
Hierarchies are sufficient for low complexity but in high complexity environments (like we have today), hierarchies are limited.
Examples of Teal organisations
To avoid wilful blindness, we must invite challenge and look at our organisations honestly. See Vineet Nayar's TED talk: http://www.tedxaix.com/talks/employees-first-customers-second-vineet-nayar-tedxaix/
Questions Robert Townsend would ask employees every day when he became CEO of AVIS in order to remove obstacles to them doing their jobs.
Matt Matheson developed Church of Fail at Nixon McInnes - it's a cultural practice involving admitting to failures and sharing what you learned openly with peers. http://www.inc.com/magazine/201311/leigh-buchanan/nixonmcinnes-innovation-by-celebrating-mistakes.html
Social tools like 7Geese allow employees to share OKRs across the organisation. Some companies are using it to replace performance appraisals.
Freedom Centred Workplaces live these 10 principles according to WorldBlu, and outperformed S&P 500 companies from 2010-2013. Source: https://www.linkedin.com/pulse/freedom-pays-how-worldblu-organisations-winning-through-lisa-gill?trk=mp-reader-card