"Many founders of organizations, leaders, employees, coaches, and advisors sense that something is broken in the way we run organizations today and feel that something entirely different is called for…… but wonder what that might be." The presentation showcases a new set of management principles and practices, that has inspired thousands of organizations throughout the world to take a radical leap, and become places of passion and purpose, capable of providing an environment wherein people feel free to fully express themselves, bringing unprecedented levels of energy, passion, and creativity to work. Based on the work of Frederic Laloux, Ricardo Semler, Michael Pirson, Isaac Getz, Don Beck, Bruce Schneider, the presentaiton aims to invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system.

1. Reinventing the way
organizations work

2. Small Large
In what kind of
organization you work?

3. Yes No
Are you excited
by your work?

4. Yes No
Do you have the freedom
you wish at work?

5. Yes No
Are you tapping into
your talent everyday?

6. Yes No
Do you think that a new
paradigm is underway?

8. Something is broken in the existing
organization management method

9. Happy & Engaged Employees

10. A new paradigm is emerging

11. • There is no structure;
• No management;
• No leadership;
• Everyone is equal;
• It's about empowerment;
• It's still experimental.
Misperceptions

12. Richard Teerlink
Employees
receive part of the
company profit
Co-create vision of the
company with employees
through Unions
Eliminated fixed teams
and created natural
working circles

13. Bill Gore
Make money
and have fun!
Employees are defined
as “Associates” with
shared profit
6 months integration
period to find the
Sweet Point
Associates are assigned a
mentor to help them with
personal development
Make natural
leaders emerge

15. The big developmental stages of mankind
TRIBAL AGE
10,000 years ago
AGRARIAN AGE
4,000 years ago
SCIENTIFIC AGE
400 years ago
INFORMATION AGE
20 years ago
?
Today

17. How many Brains do we have?
Distributed
intelligence

18. How have human organizations
evolved throughout these
developmental stages?

19. Information age
Scientific / Industrial age
Agrarian age
Tribal age

20. • Thrives in chaotic
environments
• Constant exercise of power by
chief to keep troops in line
• Breakthroughs: division of
labor, command authority
• Fear is the glue
• Highly reactive,
short-term focus
RED

21. • Strong sense of self
• Individual rights
based on strength

22. • Inability to organize beyond
3-4 degrees of power;
• High rates of murder;
• Thrives on instability;
Militias in South-Sudan

23. AMBER
• Formal roles in
hierarchical pyramid
• Top-down command
and control
• Stability valued above all
• Replicable process
(bureaucracy)

24. • Self-discipline and authority,
• Safety, Long-term perspectives
• Capacity to create world-wide
organizations
Tywin Lannister

25. • Inflexible
• Ethnocentric
• Fears Innovation
Catholic Church, Army,
Government agencies,
Public schools

26. ORANGE
• Beat the competition
• Achieve profit and growth
• Innovation is key to stay on top
• Management by objectives
(command & control on what;
freedom on the how)
• Accountability
• Meritocracy

27. • Unprecedented abundance,
• Scientific curiosity & innovation,
• The optimism to risk

28. • Materialistic,
• Indifferent to nature,
• Social inequality,
• Loss of community,
• Unhappiness at the bottom
of the pyramid
Multinational
companies

29. “Number one, cash is king...
number two, communicate...
number three, buy or bury the
competition.”
Jack Welch

30. Coming to the
company to earn a
living… it is not for
shining & passion

31. Feeling
of being
powerless…
… also at
the higher
level!

32. Significance
Are you contributing to a better future?

33. GREEN
• Still a pyramid structure
• Focus on culture and
empowerment to achieve
extraordinary motivation
• Values driven culture
• Stakeholder model
• World-centric and
socially responsible
“Corporate culture outperforms strategy”
Peter Drucker

34. • Happy inclusion,
• Inspired work,
• Empowerment,
• Humble leadership,
• Benefits the world;

35. • Consensus traps,
• Closed World-view,
• Non-rational is better
• Fear of power,
• Ineffective
Ben & Jerry's, DaVita,
Southwest Airlines

36. • Organizations as living systems
• Trust vs. control
• Roles, not job titles
• Egos claimed and tamed
• Compassion for all worldviews
TEAL
Living
Organism

37. People are
accountable and
responsible
People are creative,
thoughtful,
trustworthy adults
People are fallible
and make
mistakes
Basic Assumptions

38. 1.
2.
3.
Self-management1.

39. LOW COMPLEXITY
HIGH COMPLEXITY

40. HIGH
COMPLEXITY
“Because hierarchy is always
a pyramid structure, it pushes
all complexities to the top”

41. Since the 18° century
• 80s: Organized in 1 organizations (ORANGE!)
• Specialize nurses, call center, organize
productivity & schedule (timing & journey)
local/region/nation managers…
• John De Block
• From 10 to 9k ppl in 10 years
• 90% Market Share
• Self-organization & self-management!
12
Per team
25
Head Quarter
If you have many people:
you certainly require a structure
but the boss is not necessary
Case Study: Home Nursing Care

42. Autonomous
teams
No bosses or
organization chart
No job descriptions
or job titles
Distributed
decision-making
Open Information
flow
Conflict
resolution
In practice…

43. Hierarchical
decision
making
Consensus
• Endless discussion
• Dilutes responsibility
PEER
ADVICE
PROCESS
Anyone in the organization can
make any decision…but you
need to get Expert Advice
Decision Making

44. • Write a letter to give you a % increase
• Every factory chooses a committee in the election
• The committee arranges all the letters
• The committee advises only
but you take full responsibility
• All information is open to the public
Advice Process on Salary

45. 2.
1. Self-management
3.
2. Wholeness

46. • Rational
• Resolute
• Decisive
• Determined
• Clear attitude
• Emotional
• Spiritual
• Intuituve

48. Living vs. Making a living
“People need more than a
pay-check in their lives
to gratify them.”
Ricardo Semler
Tap into your
reservoir
of Talent
Excitement

49. Follow-up on people
“If people aren’t motivated,
they don’t need to sign-up
for a motivational training.
They need a different job!”
Ricardo Semler
• No Formal Job Description
• Free Job Rotation

50. Self-management Safe and supportive
environment
Explicit ground
rules
Reflective spaces Ego-free Meetings Physical Spaces
In practice…

51. Time
Money
Energy
Young Adult Old
The True Story of Life

52. People have learned to answer
an email on Sunday evenings,
but they don’t know how to go
to see a movie on Monday
afternoon...Locked in routines.

53. Retire a Little Up’n Down Pay Work-n Stop Plan
“We adapt to our employees’ needs so they can pursue their self-
interest and fulfill the company’s agenda at the same time. While
they’re busy satisfying themselves, they’ll satisfy the company’s
objectives, too. They succeed, we succeed.””
Ricardo Semler, The Seven-Day Weekend

55. Ego-free meeting
Every time I feel conflict, the person
in charge will undertake a very
simple job of ringing the bell

56. Work Environment

59. Welcome to Mini-Nod

60. 3.
2.
3.
1. Self-management
Evolutionary purpose
Wholeness

62. Profit is like the air we breathe.
We need air to live, but we don’t live to breathe.
2X
Buurtzorg’s patients get
released from care twice
as fast as competitors.
50%
of the prescribed
hours of care

63. The role as a leader in this case it
is not to instruct dictatorship "to
proceed in this direction“.
Rather, where the
organization wants to
head… It is to listen. In
other words, leadership

64. Distributed Innovation

65. Employees led innovation
Employee Intrapreneur

66. Paul Buchheit

67. Myriam Sidibe
Global social mission
director of Lifebuoy soap Tamara diCaprio
Reporting to make everyBU fiscally
accountable for its energy consumption

68. Simon Berry

69. How to get there?

70. Transparency
of salaries
No commission for sales
people (= collaboration!)
No HR, recruitment
in functional teams
Focus on the Values of the
company (not on budget)

71. Start
Small

72. Foster Transparency

73. Exchange best practices

74. The top management is key

75. Level 1
Engage
Options
Activator
Create
Being
Visionary
Innovate
Inclusion
Charismatic
Nurture
Others
Servant
Compensate
Balance
Transactional
Confront
Blame
Controller
Level 2 Level 3 Level 6Level 5Level 4 Level 7
Avoid
Self
Abdicator
ACTION
FOCUS
LEADERSHIP
STYLE
AnabolicCatabolic ENERGY LEVEL
GrowthFixed MINDSET
The right level of consciousness

77. From Theory
to Practice

79. THANK YOU
manu@babele.co