Michael Y. Lee on lessons from researching self-managing organisations
...aged teams somewhere in their organisations. And so those are examples where within a subset of the organisation, they've essentially given radically decentralised authority to a group to basically manage themselves and figure out how they go about accomplishing a project or a task. But the rest of the organisat...more
...ct or a task. But the rest of the organisation is still fundamentally a hierarchical structure, and so with self-managing organisations, that radical decentralisation of authority really applies to everyone in the organisation: from the bottom to the most senior leaders and former executives in the organisation....more
...ce the shift in authority. Because I think what we do know from research in organiaations and management is that, power, even once it's been formally decentralised, has a very very natural and strong tendency to recentralise informally or formally. So, you see that in the way that within organisations, you may s...more
Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...ecially if you’re a manager. And often when there’s a transformation an organisation, like Zappos or organisations that transform into something more decentralised — it can be very difficult for former managers to make that shift, to unlearn that conditioning of being responsible, solving problems for other peop...more
...ant to achieve. And so that’s the role of technology, I think, in this organisation.
B Fischer: So the opposite of centralisation is not necessarily decentralisation, right? Which is what they’re doing. But I sort of see the technology part as an enabler, that the technology makes it easier to do these things, but...more
... insights that we can take from the Haier model?
So people listening to this podcast tend to be people who are interested in self-management or more decentralised ways of working, or maybe they’re in a totally bureaucratic public sector organisation and wanting some kind of antidote or lifeline. So yeah, I real...more
Beetroot’s founders on purpose, self-management, and shocking people with trust
... have a big scale plan; we are 380 people now in total, and we plan to be more than 1000 people in around four years from now, while still being this decentralised, teams decision-making and so on, which I actually think on the other end, that approach gives that opportunity as well because growing in this way m...more
... if you want to scale the way that you're hoping to, in a way. Andreas Flodström: Yes, that's true and especially for the Academy as we are also very decentralised, just geographically, as we are working in 16 locations and a very lean, small, we call it the 'support team' - so this sort of centralised function ...more
Margaret Heffernan on how to act our way out of the status quo trap
...e in theory up for experimenting or transforming. And they overestimate their ability to be empowering or up for the change that's going to come with decentralisation. For me your work was so helpful, because it represents the business case for why traditional power hierarchies can be so problematic - because we're...more
Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...m in the process of having some follow up conversations with some of the guests, because I'm really interested in all of these organisations that are decentralised and are, I guess, much more intentional about how they work and how they are together. I think these organisations will be much more resilient, will ...more
Edwin Jansen on how people adopt self-management at Fitzii
... that you mentioned, so Head, Heart, Habits. And I know that many organisations that are developing themselves in terms of Teal or self-management or decentralisation, really struggle with recruiting and onboarding people, like how do you help people understand what this means? I think people get very excited when ...more