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Organisations that adopt Holacracy often find it’s a big upgrade to their decision-making processes. But implementing Governance meetings is only the beginning of your self-management evolution. Dogmatists may staunchly defend the completeness of the Holacracy Constitution, but I believe on drawing from everything available to craft the right system for your unique organisation. Even if… 
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ORIGIN is a sophisticated intelligent ICT system for the management of energy in a community. In this video you will hear from our researchers at Heriot-Watt...
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A World War II manual on undermining organizations from within might describe your office all too well.
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The New Republic First, Let's Get Rid of All the Bosses The New Republic In the March email, Hsieh asked everyone in his company to read Reinventing Organizations by Frederic Laloux—generally referred to as “the book” by Zapponians—and to make...
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Dan Price of Gravity Payments is a 31-year-old CEO who made headlines in April after publicly stating he would bump all of his employees to a $70,000 minimum
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A workplace with no managers and no hierarchy — as Las Vegas-based retailer Zappos has recently become, to much media attention — brings up some immediate questions. Chief among them: Who decides how much anyone gets paid? The basic premise ...
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We are witnessing an evolutionary step change in how we operate and organize: a shift from linear, mechanistic, control-based modes of operating toward living, emergent, self-organizing, life-affirming organizations. This shift is the greatest challenge facing leaders, managers and change agents today, according to Peter Senge; a shift in human consciousness, according to Ken Wilber.
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From
hbr
Fortune 500 executives spend a fair amount of time thinking about how automation and the Internet are changing the nature of employment, but they rarely wonder how technology will have an impact much closer to home: on their own jobs.
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The sharing economy presents a huge chance for procurement professionals. Why should we stay focused on buying while everybody else is sharing?
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The vertical world of "management" and the horizontal world of "Agile" are incompatible.
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2015 will see significant changes made to our ways of working. As digital devices become more and more central in everyday life, firms are finding that their workforce increasingly consists of tech-savvy employees, who are skilled at using social media and often work remotely, rather than operating from a single office space.
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EVERY so often a company emerges from the herd to be lauded as the embodiment of leading-edge management thinking. Think of Toyota and its lean manufacturing system, say, or GE and Six Sigma excellence. The latest candidate for apotheosis is Zappos, an online vendor of shoes and clothes (owned by Amazon), which believes that happy workers breed happy customers. Tony Hsieh, its boss, said last year that he will turn the firm into a “holacracy”, replacing its hierarchy with a more democratic system of overlapping, self-organising teams. Until Zappos embraced it, no big company had taken holacracy seriously. Indeed, not all of Zappos’ 1,500-strong workforce are convinced that it can work.
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La Casa Invisible (The Invisible House) is a cultural and social centre under citizen's management. It opened in 2007 after the recovery of an abandoned building owned by the council of Málaga (Spain). Since, we have become one of the cultural lungs of the city, where critical thinking is constructed collectivelly.
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From
qz
Google wants to know the secret to building a more productive team. The tech giant charged a team to find out. The project, known as Project Aristotle, took several years, and included interviews with hundreds of employees and analysis of data about the people on more than 100 active teams at the company. The Googlers looked har
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The industrial firm was understood as a fairly simple, independent machine. The system was designed around the machine with tightly…
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This week’s topic is on the biggest challenge that most organizations are faced with today. This topic is actually somet…
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From
hbr
Morning Star, a leading food processor, demonstrates how to create an organization that combines managerial discipline and market-centric flexibility—without bosses, titles, or promotions.
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Forbes Debunking The Myth Of Why Workers Need Managers Forbes Frederic Laloux's Reinventing Organizations(Nelson Parker, Mar 2014) recounts the success story of energy company AES in its early decades as a shining example of self-managing...
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In "Municipal Recipes" a small group of activists involved in municipal initiatives share their experiences and expectations over lunch
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While every business has tremendous collaborative potential, it isn't always being tapped.
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Frederic Laloux works as an adviser, coach, and facilitator for corporate leaders who feel called to explore fundamentally new ways of organizing. A former A...
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Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there.
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