What has enabled companies such as Apple, Amazon, Facebook, Tesla, and Google to achieve global market dominance in just a few years? Some people attribute the successes to strong, visionary leaders with an almost dictatorial approach to the topics they find important, such as design, strategy, or experimentation. Others claim that it is their creative, self-organized, and self-managed teams that build the most successful products. In this post Jurgen Appelo describes why he believes it’s a dynamic mix of both.
Spotify’s unusual combination of squads, tribes, chapters, and guilds is the organizational infrastructure that underlies the company’s operating model. At first reading, it might sound like just another way to define a conventional organizational matrix in Millennial- and digital-friendly terms. But a closer examination reveals just how different the model really is and why it seems to work so well.
Written by Michael Mankins and Eric Garton, published by HBR
This article is an advanced piece on teal organizational design and themes. The article presents a discussion of some of the growing pains and tensions felt by many organizations that are on the journey to adopting teal ways of organizational functioning. In particular it brings to the forefront and that moving away from single points of leadership towards teams of people leading, creating, challenging each other, thinking together, and tapping into unexpected genius of the larger organizational system is what will enable us to meet the complexity and uncertainty of our current world.
Written by Usha Gubbala for August’s publication on Medium
In the pursuit of adaptivity, companies are decentralizing decision-making and empowering their people with information for increased engagement and continuous learning.
Watch 6 Min Video published by Microsoft
The most dominant companies are now digital-first. Think Netflix over Blockbuster or iTunes over Tower Records. Aaron Dignan founding partner at TheReady explains in this talk that for future success companies need a purpose, responsive structures and processes to support it, the right people, and (most importantly) how these need to be combined to make products that serve a community larger than any employee or organization.
Watch 53 min video published by 99U
In today’s digital context organizations face a growing imperative to redesign themselves to move faster, adapt more quickly, facilitate rapid learning, and embrace the dynamic career demands of their people. A growing number of leading organizations are taking the leap of faith to explore, experiment and adapt new ways of organizing and running their operations with the purpose of actively building organizational structures for effective value creation and high-performance in a digital economy.
Authored by Deloitte University Press
As digital transforms the business landscape, the successful organizations will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands.
Article by Deloitte University Press
There is growing excitement about self-management, bossless leadership and new governance models such as Holacracy for structuring and running organizations. The claims are often about the potential of “flat organizations”, which is often put synonymous to “having no hierarchy”. While the idea may seem enticing to many, there is nothing inherently wrong or bad about hierarchy. In fact, hierarchy does not need to disappear from organizations, but it might need to change.
Article by Francesca Pink, Co-Founder QuiShare Fest
As the world becomes more interconnected, value creation is shifting from the individual to the collective. Resilient, high-empathy teams will drive the best business outcomes.