Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...as a CEO is able to hold the space for this organisation to evolve and to be the way it is, which is really quite radical in comparison to most large scale organisations we know today.
B Fischer: I think that he’s unique. I think that I have never met another CEO who compares to him — in both his intell...more
...rk and then you get all the rewards. You kind of put all of yourself into what you’re doing. And this is something that is easy to achieve on a small scale. I think this company is getting to the way of making it work on a large scale.
It is a context in which you can really put all of yourself into wha...more
...you’re doing. And this is something that is easy to achieve on a small scale. I think this company is getting to the way of making it work on a large scale.
It is a context in which you can really put all of yourself into what you’re doing. And when you put all of yourself as a team, for example, and ev...more
Beetroot’s founders on purpose, self-management, and shocking people with trust
...nisations in this sort of community, which made it feel more real for us; it's actually possible, there are other examples of companies who manage to scale while keeping this human-centered approach. Gustav Henman: And what we started to do then as well, when we got more into the science of it in a way, ...more
... something we're working on, I think we are getting better and better at that. I think it's also one of the key factors for being able to continue to scale with this approach, because we 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 fr...more
...ing better and better at that. I think it's also one of the key factors for being able to continue to scale with this approach, because we 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, te...more
Aaron Dignan on being complexity conscious and people positive
... hard to pull apart - they both happen all the time. And secondly, there are some challenges, I think, with focusing just on the individual - both in scale and in nature. So, the the challenge of course, is that, you know, it's very difficult to coach 300,000 people. So, that's quite an ambitious underta...more
...a walkabout or some personal crisis. So that's there. But I think from our perspective, if we can change things in the system that affect everyone at scale - that start new patterns, that reinforce the kinds of mindsets and identities that we want as a collective, that we all believe are going to serve u...more
...ce you can. Because you'll learn so much from doing it that you can't learn from discussing. And then when you find things that serve you, of course, scale them - bring them to life. Start by starting - just do something, start that looping process of going from tension to practice to experiment to lear...more
Michael Y. Lee on lessons from researching self-managing organisations
...your traditional, consensus-based team models of decision making, which I think have a place and can be incredibly powerful, but don't really work at scale. And so I think when I learned about holacracy, what really drew me to it was that it was a different approach to self-management than traditional ap...more
...ecause we know that these things are good for collaboration, and that we haven't really learned how to do that with each other in an effective way at scale, I think. Michael Y. Lee: Yeah I totally agree and that's something that I've thought a lot about; thinking about as organisations and thinking about...more
Bernadette Wesley on bridging inner and outer transformation
... which sounds so like, 'oh, please, not another improvement goal'. But we're trying to get to something that would really make a difference. Out of a scale of one to five, it would be a number four. That would really make a difference for you in making your life better. Making your work life, your person...more
Margaret Heffernan on how to act our way out of the status quo trap
...ke being told by government what to do. I've seen that in the pandemic. And so we have to do this together. If we're going to be able to do it on the scale that's required, I think. But, you know, it's gonna take a lot of work, and there isn't a lot of time. But I don't see what other work there is to do...more
Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
...e is no representation, and voices of the frontline in your boardroom, then you are creating a death bed for your company. To further bring speed and scale, we needed to bring simplicity and focus in our business. For this, I started researching and came across self-management principles and then I found...more
Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem
... have formerly been managers, to unlearn a lot of controlling behaviours. But also, there's a huge journey for people who are on the other end of the scale who are used to there being managers or a management team to make decisions that they can go to with complaints or problems and rely on, and so it ca...more
Jorge Silva on horizontal structures and participatory culture at 10Pines
... And we even had a case when we were proposing a person to have a raise in salary - they rejected it, because when he saw how he's going to be in the scale of different salaries, he wasn't comfortable with that. So he preferred to postpone the decision to when he felt more comfortable with that. So it's ...more
Alanna Irving on leadership, decisions and money in bossless organisations
...d, non-hierarchical, facilitative servant leaders. And this often involves designing processes that can work without your direct involvement that can scale beyond an individual leader managing it - that everybody can engage with and iterate, change and interact with. I think that is a big part of it. It...more
Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...g Structures, for the benefit of our listeners, transform how organisations do strategy as an example? Keith McCandless: One is you can include, then scale. So you can include ridiculous numbers of people. And you just repeat the same pattern of a string of Liberating Structures, which we talked about ea...more