The document discusses the need for organizational change in the context of no-hierarchy structures, emphasizing the importance of selecting adaptable staff and fostering a culture of accountability. It advocates for a shift from traditional command-and-control leadership to a focus on trust and learning, encouraging collaboration and systemic thinking. Additionally, it highlights the significance of quick iterations and continuous learning beyond formal training sessions.

1. In this digital age, we talk about no-hierarchy organizations. Fine, but then,
we need to give believers a complete view of the corporate landscape
that needs to change…
Selecting
carefully staff
able to work in
such a context
Supressing all
rigid processus
Valuing
accountability
of staff
Working by
plan/act/learn
Resulting in
improved
productivity
Better
products/
services
Better
corporate
image
Specific psychological profile
(autonomous and opened to
learn). T-shape Worker potential
preferred.
Senior leaders must accept to
give up on « Command an
control » to go to « Trust, grow
and learn ».
Formal leader Informal
leader.
Shared and understood
vision. Silos are overcome.
Linear thinking in problem
solving replaced by
systemic thinking.
Be quick! Minimum Viable
product.
Learning is key to work and
doesn’t happen only in
scheduled training sessions