Every year we hear about another novel approach to management: Holacracy, Teal, Sociocracy, and whatnot. Many proponents of these methods offer a view that their approach will become the mainstream, or even standard, way of managing organizations in foreseeable future. Should we embark on a journey of transforming our companies to one of these models? If so, which one is the way to go? In this presentation, we’ll look beyond technicalities of each method and define common themes and underlying patterns. These themes and patterns are what in the first place enabled emergence of new approaches to management. They are also what fuels the changes we experience in novel workplace. In that course of discussion we will dive into the concepts of autonomy, transparency and alignment. We will cover different contexts of leadership. We will explore how the end game of organizational design may look like. Only through understanding this bigger picture we are able to discern valuable parts from the snake oil. That, in turn, enables us to transform our organizations not by applying a method as a recipe but rather using it as inspiration to find the right approach in any given context. Ultimately, that’s what gives an organization an edge both in commercial context and, even more importantly, on a job market.

1. PROGRESSIVE ORGANIZATIONS
PAWEL BRODZINSKI

2. BRODZINSKI.COM
@PAWELBRODZINSKI

4. PROGRESSIVE ORGANIZATIONS MOVE AWAY
FROM THE TRADITIONAL MANAGEMENT
PARADIGM OF HIERARCHICAL POWER
DISTRIBUTION STRUCTURE AND REPLACE IT
WITH AUTONOMY BASED APPROACH.

5. BRIAN ROBERTSON: HOLACRACY

6. HOLACRACY

7. HOLACRACY

8. HOLACRACY

9. HOLACRACY
BOUNDED
AUTONOMY

10. JAMES PRIEST: SOCIOCRACY 3.0

13. “GOOD ENOUGH FOR NOW,
SAFE ENOUGH TO TRY”

14. FREDERIC LALOUX: TEAL ORGANIZATIONS

15. RED
AMBER
ORANGE
GREEN
TEAL

16. RED
AMBER
ORANGE
GREEN
TEAL
ARMY
METAPHORE?
CONSENSUS-DRIVEN
DECISION MAKING?
INVESTMENT
BANK EXAMPLE?
INEVITABLE FUTURE
OF MANAGEMENT?

17. RED
AMBER
ORANGE
GREEN
TEAL
ARMY
METAPHORE?
INVESMENT
BANK EXAMPLE?
INEVITABLE FUTURE
OF MANAGEMENT?
CONSENSUS-DRIVEN
DECISION MAKING?
A LINEAR
MODEL?

18. SELF-MANAGEMENT
WHOLENESS
EVOLUTIONARY PURPOSE

19. JULIAN BIRKINSHAW: FAST/FORWARD

20. BUREAUCRACY
MERITOCRACY
ADHOCRACY

21. POSITION IS
PRIVILEDGED
KNOWLEDGE IS
PRIVILEDGED
ACTION IS
PRIVILEDGED

22. BUREAUCRACY
MERITOCRACY
ADHOCRACY
COEXISTENCE OF THE MODELS

23. IN THE TIMES OF ACCELERATING CHANGE
ORGANIZATIONS NEED TO ENABLE ACTION
AND AUTONOMY TO STAY CREATIVE AND
COMPETITVE.

24. DON REINERTSEN: FLOW

25. TO ENABLE LOWER
ORGANIZATIONAL LEVELS TO MAKE
DECISIONS, WE NEED TO GIVE THEM
AUTHORITY, INFORMATION, AND
PRACTICE. WITHOUT PRACTICE AND
THE FREEDOM TO FAIL UPON
OCCASION, THEY WILL NOT TAKE
CONTROL OF THESE DECISIONS.
DON REINERTSEN
Source: Don Reinertsen: Principles of Product Development Flow

26. DAVID MARQUET: TURN THE SHIP AROUND!

27. THESE ARE THE TWO PILLARS THAT
SUPPORT THE IDEA OF GIVING
CONTROL: THE TECHNICAL
COMPETENCE AND THE
ORGANIZATIONAL CLARITY.
DAVID MARQUET
Source: David Marquet: Turn the Ship Around!

28. IF YOU WANT YOUR PEOPLE TO
THINK DON’T GIVE INSTRUCTIONS,
GIVE INTENT.
DAVID MARQUET
Source: David Marquet: Turn the Ship Around!

29. STEPHEN BUNGAY: THE ART OF ACTION

30. RATHER THAN A PLAN, A STRATEGY
IS A FRAMEWORK FOR DECISION
MAKING. IT IS AN ORIGINAL CHOICE
ABOUT DIRECTION, WHICH ENABLES
SUBSEQUENT CHOICES ABOUT
ACTION.
STEPHEN BUNGAY
Source: Stephen Bungay: The Art of Action

31. AUTONOMY, TRANSPARENCY AND
ALIGNMENT ARE CRUCIAL TRAITS OF
AN ORGANIZATION THAT IS NOT DRIVEN
IN A TOP-DOWN MANNER
BY A PERSON IN POWER

32. COMMAND
LEADERSHIP MANAGEMENT
Source: Stephen Bungay: The Executive’s Trinity

33. COMMAND
INTELLECTUAL
LEADERSHIP
EMOTIONAL
MANAGEMENT
TECHNICAL
Source: Stephen Bungay: The Executive’s Trinity

34. COMMAND
INTELLECTUAL
AUTHORITY
SETTING DIRECTION
LEADERSHIP
EMOTIONAL
GETTING PEOPLE
TO ACHIEVE
OBJECTIVES
MANAGEMENT
TECHNICAL
CONTROLLING
ORGANIZING
Source: Stephen Bungay: The Executive’s Trinity

35. COMMAND
INTELLECTUAL
AUTHORITY
SETTING DIRECTION
LEADERSHIP
EMOTIONAL
GETTING PEOPLE
TO ACHIEVE
OBJECTIVES
MANAGEMENT
TECHNICAL
CONTROLLING
ORGANIZING

36. STRATEGY
EVERYDAY
ACTIONS
SYSTEM
DESIGN

37. STRATEGY
ALIGNMENT
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL

39. STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL

40. STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

41. STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
ROLES OVER POSITIONS
EMERGENT
LEADERSHIP
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

42. STRATEGY
ALIGNMENT
STRATEGY AGREED COLLECTIVELY
EMPLOYEE SHARES
PROFIT SHARING
EVERYDAY
ACTIONS
AUTONOMY
ROLES OVER POSITIONS
EMERGENT
LEADERSHIP
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

44. GARY HAMEL: THE FUTURE OF MANAGEMENT

45. FOR THE FIRST TIME SINCE THE
INDUSTRIAL REVOLUTION YOU CAN
NOT BUILD A COMPANY THAT’S FIT
FOR THE FUTURE WITHOUT BUILDING
ONE THAT’S FIT FOR HUMAN BEINGS.
GARY HAMEL
Source: Gary Hamel: The Future of Management

46. THANK YOU
PAWEL BRODZINSKI