Podcasts about reinventing organisations

Today is a special episode of the podcast where I'm welcoming friends, leaders from all sorts of branches of healthcare to share a book that means something to them about leadership. We would like to dedicate this episode to the memory of Dr Jenny Vaughan who died recently. She was perhaps best known for her campaigning work with Doctors Association UK, https://www.dauk.org/ leading the learn not blame campaign and championing the concept of just culture as well as for campaigning on behalf of Mr David Sellu and Dr Hadiza Bawa-Garber. In this she was the embodiment of authentic allyship and anti-racist leadership and a role model for us all. Some of the book choices in this episode might well be on a leadership course reading list, some probably aren't. All of them should be though I suppose it depends who's writing the list and what they mean by leadership!  I hope here we have a diversity of thought and a number of reflections on the different facets of leadership on what they mean to these wonderful people who are leaders in their own fields. We have some classic children's fiction: The Jungle Book and Alice in Wonderland. We have a military leadership manual. We have books about psychology, about self-help, we have short stories and all sorts of others. A huge thank you to everyone who's been involved in making this episode and I hope that after you've listened you really will be in a position to take your leadership to the next level.Partha Kar recommends The Jungle Book by Rudyard Kiplinghttps://twitter.com/parthaskarAnna Baverstock recommends Dare to Lead by Brene Brownhttps://twitter.com/anna_annabavErin Carn-Bennett recommends Think Again by Adam Granthttps://twitter.com/erincarnbennettCaroline Walker aka The Joyful Doctor recommends the Jeeves and Wooster series by PG Wodehousehttps://twitter.com/joyful_doctorEvie Mensah recommends Legacy: A Black Physician Reckons with Racism in Medicine by Uche Blackstockhttps://twitter.com/eveoshHelen Blomfield recommends Reinventing Organisations by Frederic Lalouxhttps://twitter.com/helenblomfield8Nicola Fisher recommends Alice in Wonderland by Lewis Carrollhttps://twitter.com/NicolaFisherRNDave Hindmarsh recommends Turn the Ship Around by David Marquethttps://twitter.com/GP_TemplatesMargaret Ikpoh recommends Rest is Resistance by Tricia Hersey https://twitter.com/docmagsyClaire McKie recommends The Promise that Changes Everything by Nancy Klinehttps://twitter.com/claire_mckie_

This episode of 'The New Abnormal' podcast features the futures thinker and leadership advisor Eric Korsvik Ostergaard, who specialises in exploring and evaluating possible and preferable futures of work. He's also the author of 'The Responsive Leader' which described the paradigm shift towards future organisations, and 'Teal Dots in an Orange World'  which addressed how to create an appropriately dynamic internal structure. His next book - which focuses on Anticipatory Leadership - will be published in late 2024. So, we discuss all of the above, and I hope you agree that Erik delivers a masterclass in how to reinvent organisations for positive effect.

Fin avril 2020, les actionnaires familiaux de la société Cros, basée à Échirolles, dans la banlieue grenobloise, adressaient une demande aux membres de l'entreprise. Pour eux, la catastrophe sanitaire alertait sur la nécessité de changer maintenant notre rapport au monde, au vivant, au terrestre. Cette demande invitait l'entreprise et ses collaborateur.trice.s à prendre en compte la réalité du nouveau régime climatique et à accélérer leur mutation vers un modèle qui soutienne la vie dans toutes ses dimensions et tous ses règnes. Pour y parvenir, ils questionnaient : qu'acceptons-nous de perdre ? que devons-nous sauvegarder ? que décidons-nous de transformer ou de retrouver ? Depuis, pour mettre cela en œuvre, dans la lignée de ce qui avait déjà été initié il y 10 ans et en prolongement des valeurs fortes de cette organisation liées au sens et à la durabilité, ils ont ouvert deux chantiers de taille : celui de devenir Société à Mission et de mettre en place l'actionnariat des salarié.e.s. Cette organisation est spécialisée dans la vente, la location et la maintenance de matériel pour l'industrie, les collectivités et le BTP. Ses activités concernent essentiellement la gestion, chez les clients, de l'air comprimé, des systèmes de pompage et de groupe électrogène. Sa Raison d'Etre, le mât autour duquel l'ensemble des activités s'orientent et s'organisent est « Au cœur des Alpes, oeuvrons ensemble pour une transformation et un usage frugal des énergies afin de préserver l'air et l'eau ». Jessica Maître Cruzel, coordinatrice maintenance au pôle Eau & Systèmes de Pompage, déléguée du personnel au CSE et Alexandre Mauriès, directeur Marketing & Communication, coordinateur de la responsabilité sociétale de l'entreprise (RSE), membre du comité de direction et, lui aussi, délégué du personnel au CSE, tous deux collaborateur.trice associé.e, nous partagent, dans cet épisode, comment il est possible de mettre le sens au cœur de l'action et de travailler ensemble à quelque chose de plus grand, une culture du Nous tourné vers les générations futures. Belle écoute à vous ! Pensez à partager si le coeur vous en dit !Vous aimez ce podcast ? Vous seriez ravi.e.s d'en écouter une 3e saison (à partir d'avril 2024) ? Vous pouvez nous soutenir, Caroline et moi, pour qu'elle se réalise, en contribuant au financement participatif sur KissKissBankBank jusqu'au 20 mars ! https://www.kisskissbankbank.com/fr/projects/podcast-tout-tourne-rond-sur-cette-terreMERCI BEAUCOUP ! Et merci de partager si le coeur vous en dit !Pour aller plus loin : 1. Tisser ensemble une nouvelle culture qui soutienne la vie Ateliers Tout tourne rond sur cette Terre Je propose aussi des Ateliers de 3 jours Tout tourne rond sur cette Terre. 3 jours pour prendre la mesure de notre culture et de ses effets. 3 jours pour en changer en s'inspirant du Vivant. Le suivant est prévu au printemps, en Belgique. Infos & inscriptions ici    2. A lire :  Frédéric Laloux, Reinventing Organisations, Vers des communautés de travail inspirées, Diateino, 2015 Frédéric Laloux, illustré par Etienne Appert, Reinventing Organisations, La version résumée et illustrée du livre phénomène qui invite à repenser le management, Diateino, 2017  Marine Simon, Tout tourne rond sur cette Terre, nous sommes les seuls à l'ignorer Inspirés du Vivant, des Peuples Racines et de la Permaculture, changeons de culture, éd.Yves Michel, 2021   3. A explorerLa démarche "Où atterrir ?"  initiée par Bruno Latour et poursuivie par hloé Latour et Jean-Pierre SeyvosLes pages consacrées à la gouvernance participative sur le site adn-intelligencecollective.com Et si vous souhaitez découvrir mon travail, mes propositions d'accompagnement et de formation aux pratiques d'intelligence collective et gouvernance participative, mais aussi les Ateliers de Travail Qui Relie que je propose, rendez-vous sur mon site : adn-intelligencecollective.com  

In this latest episode, we welcome Kalle Kaivola, co-founder of Lightheart Entertainment, known for their hit game Mr. Auto Fire (over 16 million downloads). Together, we discuss the company culture and the challenges of building a holacratic culture, inspired by the Teal organization described in the book "Reinventing Organisations" by Frederic Laloux. Holacracy is a system of self-management where leadership roles are not subject to a traditional hierarchy of command. Instead of having a static job description, individuals in a holacracy assume multiple roles, each associated with a purpose, domain, and accountabilities. It distributes authority and decision-making through a holarchy of self-organizing teams rather than being vested in a management hierarchy. While it looks great on paper, how does that work in practice? This approach impacts all the layers of what makes a company culture and strategy: Who joins the company? Who makes the decisions and on what? How decisions are being made (not by the CEO or leaders). Which games are greenlighted? Four years since its founding, the team has been growing with this core holacratic culture and delivering proven success with Mr. Autofire. Maybe there are aspects that you can take away from a holacratic culture for your own company. How ready are you to let go of control?

Etienne Salborn is the founder of SINA (the Social Innovation Academy), a talent campus in Uganda. He also serves as a lecturer for social entrepreneurship at the Management Center Innsbruck and the ESCP Business School, resource person for the Asian Productivity Organization and facilitator for the ChangemakerXchange. His expertise and leadership have earned him recognition as an “AACSB Influential Leader 2021” and he was named an Innovation Ecosystem Builder Fellow by MIT D-lab in 2018.The Berlin-born social entrepreneur has had quite the life journey since taking off for Uganda at age 18 for a volunteering community service (an option to eschew the German military service). In his conversation with Anne, he tells her about how he set up his first and then second non-profit organisations after he found his life's mission: to support the empowerment of marginalised youth in rural Uganda. We discuss his very special master's program in Austria, called Peace, Development, Security and International Conflict Transformation, and how it led him into a journey of self-discovery and experiential learning (which included simulation of a conflict war zone as well as mindfulness, meditation and contemplation on Austria's mountains in minus 27 degree Celsius).Etienne explains how SINA came to be, what three pillars underpin the project and how young students, or SINA scholars, are onboarded and grow their roles within the community, built as a self-organised system that runs on what the concept of ‘freesponsibility' (freedom + responsibility). With people living and working in the community, Etienne explains how they have used models from Nonviolent Communication, holacracy, and his master's program facilitation tools to help navigate change, conflict and feedback — something of a challenge in a flat structure of 60+ individuals. SINA's goal is to help young people unleash their potential, create their own change and build their own social enterprises. Etienne shares how SINA has grown into a replicable model, building a new generation of social entrepreneurs who are solving challenges for society and the environment. With more than 12 communities across Uganda and other African countries, Etienne talks about what's next, how we can support, engage with and even visit SINA, and why we should all explore the power of community. A unique interview with a thoughtful and impact-driven changemaker. Enjoy! ***Selected links from episode Find out more about SINA on their website : https://socialinnovationacademy.org/And more about Etienne on LinkedIn: https://www.linkedin.com/in/etiennesalborn/MCI, the Entrepreneurial School in Innsbruck, Austria - https://www.mci.edu/en/Find out about the masters Etienne studied at the University of Innsbruck - https://www.uibk.ac.at/peacestudies/ma-program/index.html.enMore about UPeace, the UN's University for Peace - https://www.upeace.org/The book Reinventing Organisations by Frederic Lalou: https://www.reinventingorganizations.com/Chapter One, the book by Daniel Flynn - https://au.shop.thankyou.co/products/chapter-one-bookYou can support SINA by purchasing products made by some of the social entrepreneur scholars retailing on Amazon:Ouroots natural drinking strawsTotya Platform oven gloves produced by survivors of sexual violenceClothing pegs from recycled plastic produced in the Bidibidi Refugee Settlement And here's Etienne's musical answer to the question 'what song best represents you/': https://open.spotify.com/intl-de/album/4WEWvXqZWhSKZRqWJ6lhDG***If you enjoyed this episode, click subscribe for more, and consider writing a review of the show on Apple Podcasts, we really appreciate your support and feedback. And thank you  so much for listening! For all notes and transcripts, please visit Out Of The Clouds on Simplecast - https://out-of-the-clouds.simplecast.com/  Sign up for Anne's email newsletter for more from Out of the Clouds at https://annevmuhlethaler.com. Follow Anne: IG: @_outoftheclouds or  @annvi  

CHANGE it - Reinventing Organisations - oder so ähnlich⁉ Organisationen müssen sich ständig neu denken und erfinden, um am Markt Bestand zu haben. Wie oft hören wir "Auf jeden Fall dürfen wir uns nicht abhängen lassen". In Folge 14 sprechen Patrick und Jörg mit Franziska Gütler von der WE THINK DIFFERENT über die Entwicklung von individuellen Organisationskonzepten. Unternehmen müssen sich so aufstellen, dass deren Zukunft gesichert ist und das Arbeitsumfeld lebenswert wird. Was gehört dazu, an was muss ich als Unternehmer denken, welche Bestandteile sind zu berücksichtigen und wie gehe ich das an? #change #changemanagement #reinventing #organisation #organisationsentwicklung #leadership #management #leadershipdevelopment Ach übrigens - schaut gerne bei Franziska und der WE THINK DIFFERENT vorbei

Ben Allen is a GP at Birley Health Centre, and Sheffield Clinical Director for Primary Care, with a special interest in elderly medicine and service improvement.Birley has bucked the national trend in patient satisfaction. Over the past two years while patient satisfaction nationally has declined from 68% to 38%, at Birley it has increased. He compares his initial impressions of Birley to the experience of riding a bike where all the components are high quality but they haven't been assembled particularly well.He realised that his first efforts to intervene were merely addressing the symptoms and not the underlying culture, so he started a process of self-education reading books by Patrick Lencioni, Jim Collins, Brene Brown, Simon Sinek and Nancy Kline for example. This led him to develop three main principles: finding and nurturing potential, team dynamics, and being purpose and values driven.He observes that “everybody has so much more to them than their professional role and their professional training.” The organisation needs a clear plan for how it is going to bring out the best in staff, including providing a mentor for each person, who has an ongoing day-to-day relationship with the individual.Most of his thinking on team dynamics draws on the work of Patrick Lencioni. It's firstly about creating an environment of psychological safety which allows people to voice their best ideas, and confess their mistakes without fear of censure. Secondly its about the quality of debate. Finally, if the first two have been done well, then people should be more prepared to commit to a decision, even if it isn't the one that they would have made personally.Ben has done less work on crystallising the purpose of the organisation than he has done on the other two principles, but he thinks that is a question worth asking all stakeholder groups, including patients. He observes that “we can often go to work with our own purpose” and that purpose may conflict with the goals of others. And in the absence of a larger purpose, the aims of individuals can boil down to “getting through the day.” It's only when you have that overarching purpose that you can ask “How are we doing?”Ben thinks that the type of leadership that the NHS needs is evolving. At present the principles he has outlined are not as understood and valued as they need to be. The ‘top down' model is not fit for the complexities of modern healthcare.Meetings have changed fundamentally at Birley since the start of the improvement programme. They no longer have meetings that are about conveying information, for which an email or whatsapp would do. Instead, team meetings are about engaging people, obtaining ideas, debating issues, and building consensus.Ben says there's lots left to do at Birley, but that he really does feel that it's a self-improving place now. Things Ben would like to see happen going forward include a “blurring of the boundaries between the practice team and the public”, more work on purpose and values, and rotating the leadership of meetings so that younger staff are involved.Ben feels that with increasing workload and declining staff numbers there is a real risk of changing things “out of desperation to make something different.” In his view, the right question is how do you sustain the people who are currently in primary care, while you train up the next generation of GPs? He also thinks that the nation needs a wider debate about the purpose of the NHS.In his role as Clinical Director for Sheffield he sees himself helping general practice to thrive. He is still working on the best way to achieve that. One of his approaches has been to get people from general practice with energy and ideas together in order to build solutions. Recently Ben has read ‘Reinventing Organisations' by Frederic Laloux. This charts the cultural journey from top down to purpose driven with self-managing...

Douglas Rauch was thinking of selling his construction business until he read Reinventing Organisations by Frederic Laloux. After that, Aquadec went on a transformation journey to becoming a self-managing company. Douglas and his daughter Jessica share the ups and downs of this process over the last five years, including why their initial approach was a spectacular failure, why it was an inner shift that ended up making the difference, and something called “S**t Day.” Resources: Jessica and Douglas on The Better Work Australia Podcast The Better Work Australia Podcast website Aquadec's website  

In this episode Judith Germain speaks to Shani Davies about reinventing organisations. They discuss the evolution of matrix organisations to shared power organisations. Shani talks about how you make this culture change and why senior leaders need to advocates this and role model change. Shani talks about how to empower others to utilise this shared power and that we need to stop talking about devolving power. Judith argues that organisations need to talk more about the psychological contract and less about the psychological safety. They must take responsibility for their actions and not put the responsibility of safety on the leaders/employees to find themselves. They discuss how authenticity and culture plays a part when you are reinventing an organisation. The need for courage is paramount. Shani Davies, currently working at a NHS Trust in an Associate Director of People role, is passionate about Maverick Leadership. Listen to the conversation to discover the step process you need to take to reinvent your organisation. Judith's websites:  The Maverick Paradox Magazine - themaverickparadox.com Company Website - maverickparadox.co.uk Judith's LinkedIn profile is here, her Twitter profile (MaverickMastery) is here, Facebook here and Instagram here.

In what ways do we participate with others in the arena? In this episode we dive into how we organise ourselves in groups, in the organisational structures that exist in our arena, and how that might be changing over time. Looking at the psychological, structural, and technological aspects of group participation as we try to adapt to the complexity that surrounds us.Date of RecordingOriginal conversation recorded May 11th 2021TimestampsSeries recap after break (01:57)How do we participate in the agent/arena? (04:53)Individual and collective participation (06:41)A walk through ‘Reinventing Organizations' (10:32)Mapping organisational logic to the evolution of our thinking (18:38)Increasing complexity driving shift in org structures, purpose and hierarchies (25:30)Hierarchy and the technology revolution (33:40)Invoking the idea of purpose, devolving decision making (40:14)How Holacracy works and where it failed (44:18)Self-organising teams & decentralised ways of working (48:53)Biological thinking & distributed decision making (53:25)A top down, bottom up approach away from command and control organisational processes (59:29)The scalability of experimentation (01:06:22)Human first approaches - Quaker Capitalists (01:10:24)The divine spark and systemic economic thinking (01:14:16)Quakers to Crypto -  decentralisation, the frontier of technological innovation (01:21:13)Discernment and the value of competence hierarchies (01:38:05)Questions to ponder overWhy is it important to have a sense of purpose on an individual level, on a societal level, on an organisational level? Where does our desire to be a purposeful agent in the world come from? Where does that core drive originate, and what's the driving force behind it? How can a sense of purpose potentially get hijacked by forces in the arena to ends that aren't necessarily beneficial to an agent or the arena?Are hierarchies inevitable when it comes to groups? What role will they play in a rapidly changing arena? How might hierarchies evolve as we distribute decision making to handle the influx of knowledge and information and ever increasing complexity we're faced with?What are the other ways that technology can influence how we participate? How might it augment and expand our ability to make choices and decisions as well as hinder them when we participate with others?Links to exploreReinventing OrganisationsKen Wilber - integral theoryGallup - 85% employees disengaged at workHolacracyZapposMediumHaier BuurtzorgViisi Jobs to be done frameworkWhere boards failThe QuakersBournvilleTataBlockchain, Bitcoin, smart contracts, DAOCRISPR Zero sum gamesRegen Network Contact Metaperspective.iohello@metaperspective.io 

Lina shares the story of her time at Finnish commercial real estate company Technopolis where she led the transformation of the Lithuania business unit. Inspired by Frederic Laloux's book Reinventing Organisations, she got the mandate from her boss to run her business unit of 20 people in a totally different way, with no managers. She shares the story of what her team learned, the challenges they faced, and the results they achieved. Highlights include some harsh but valuable feedback from her team about how decisions are made; a group learning to handle their own conflicts; and a chief accountant who went above and beyond to help the team exceed a seemingly impossible sales target. Resources: The Leadermorphosis episode with Dunia and Jabi from K2K Emocionando

A TGV journey through the South of France reminds me that being ourselves at work - with levity, empathy and humanity - can transform the day-to-day into something special. The book I refer to is "Reinventing Organisations", by Frédéric Laloux.

The world of scaling up a business can be a frenetic, chaotic, crazy and rewarding experience at the best of times. During all the hurly-burly and constant change, hard-wiring your ideal enabling culture into the embryonic fabric of your business and creating an environment where employees are engaged and feel like they are thriving, can get left until later. If it's left too late, it can create a mountain of issues that's hard work to climb eventually, such as talent loss, constant recruitment, poor levels of employee engagement and revenue and profit dilution. But it doesn't have to be that way.   In episode 46 of the Sticky From The Inside Podcast, host Andy Goram, from the employee engagement and workplace culture consultancy, Bizjuicer, talks to Tom Holliss, Chief People Officer of Zappi. Tom talks about the lessons they've learned during their scaling-up activities, and honestly shares their successes and mistakes, including the time they tried self-set salaries! But all the way through their journey they've put respect, trust and treating their people like adults at the very heart of the organisation. ----more---- Join The Conversation Find Andy Goram on LinkedIn here Follow the Podcast on Instagram here Follow the Podcast on Twitter here Check out the Bizjuicer website here Get a free consultation with Andy here Check out the Bizjuicer blog here Download the podcast here ----more---- Useful Links Follow Tim Holliss on LinkedIn here Check out Zappi's website here Follow Zappi on Twitter here Follow Zappi on Instagram here Find the link to Tom's original LinkedIn post here Find Frederic Laloux's Reinventing Organisations book here Find out more about Frederic Laloux here Find out about the Advice Process here Find out more about Dennis Bakke here ----more---- Full Episode Transcript Get the full transcript of the episode here

An guten Ideen zur modernen Organisation von Unternehmen mangelt es nicht. Das 2014 erschienene Buch «Reinventing Organisations» von Frederic Laloux  liefert einige davon und hat die Organisationsentwicklung weltweit geprägt. Der von ihm entwickelten Ansatz TEAL, stellt das Potential des Individuums ins Zentrum der Arbeit stellt. Mit der Organisationsentwicklerin Ursula Jucker haben wir darüber gesprochen, was TEAL beinhaltet und wie und wo es Umsetzung findet.

Mit dieser kleinen Miniserie füllen wir die Sommerzeit mit inspirativem Stuff, es geht um nachhaltige Führung. Manchen Studien zufolge sind die Mehrheit der deutschen Arbeitnehmenden nicht zufrieden mit ihrem Job. Ein Führungsthema? Wir haben uns Unternehmer*innen gesucht, die Führung anders denken und in ihrem Unternehmen anders umsetzen wollen. In dieser Episode: Sebastian Koeppel, Unternehmenshüter von Beckers Bester, einem der TOP10 Fruchtsaftproduzenten in Deutschland, Familienunternehmen in 4. Generation. Sebastian und sein Team sind dabei die ganze Unternehmung in die Selbstführung zu transformieren. Ein andere Weg ist für ihn nicht mehr vorstellbar. Warum sie das machen, wie und was mit Mitarbeitenden und der Organisation passiert hört ihr in dieser Episode. Eine ganz besondere Sommerepisode rund um nachhaltige Führung, denn wir machen ein Spaziergang-Interview in Köln am Rhein und an Kölner Strassen entlang. Eine inspirative Outdoor-Erfahrung mit einem Familienunternehmer der leicht anderen Art. "Ich gebe dir Kontrolle ab, die ich, ehrlich gesagt, nie hatte." (Sebastian Koeppel) Die Details: 0:37.641 Intro 3:26.180 Unternehmenshüter Koeppel, über Begrifflichkeiten 8:38.066 Formen Worte Taten? 12:02.600 Unterschied zwischen kollegialer und Selbstführung? 14:25.921 Sebastians persönlicher Start in die Selbstführung 16:22.481 Wie startet der Prozess in die Selbstführung? 19:42.798 Die Brückenüberquerung 20:43.366 Die Einbindung von BeraterInnen 22:55.946 Der andere Weg von Beckers Bester 23:32.615 Ist Kontrolle abzugeben persönlich problematisch? 25:09.142 War den KollegInnen klar, was das ANDERE ist? 27:03.240 Über Entscheidungen, die man nicht möchte 29:11.341 Über die Hindenisse 31:24.686 Beispiele für Selbstführung und unternehmerische Entscheidungen 39:32.216 Mögliche Stufen zur Selbstführung 44:43.548 Aktuelle Stufe bei Beckers Bester 47:10.443 Über das Ziel des Prozesses 50:53.705 Was lässt Sebastian schwer schlafen? 52:34.318 Was sagen die KollegInnen dazu? 55:51.949 Der Prozess als Tier? 58:39.807 Outro

Sam Conniff and Alex Barker's books ‘Be More Pirate' and ‘How to Be More Pirate' have sparked a movement of people around the world who want to shake things up, to create new business models and systems that are better for people and planet. The tagline on their website says: "Being more pirate is a shift in your mindset; a willingness to think differently, to challenge and be challenged, and to stop asking for permission to do what you know is right.” I wanted to talk to Sam and Alex about what we can learn from the golden age of pirates 300 years ago, and to share some examples of organisations that have been inspired to transform. Resources: Be More Pirate website Be More Pirate meetup events (online and in-person) Reinventing Organisations website (about Frederic Laloux's work) How to follow Alex and Sam: Twitter: @AlexandraBarke1 and @SamConniff

Topi Jokinen is one of the founders of a small Finnish company in the construction sector called Vertia. Since 2018, Topi has been leading a transformation in the company based on the idea of self-organising cells to help it grow and develop. He is perhaps the first CEO I have met who has done this level of personal and professional development and he shares with heart and humility what his leadership journey has been. We also talk about Vertia's radical structures and practices, such as a transparent and collaborative salary model, as well as what Topi has learned about stepping back and letting go as a co-founder and CEO. Resources: The Vertia case study produced by Amara Collaboration Vertia's website A page about the Advice Process and collaborative decision making from the Reinventing Organisations wiki How to follow Topi: Twitter: @TopiJokinen

Jedes Unternehmen was wächst kommt eine Tages zu dem Moment, neue Strukturen einführen zu müssen weil es unübersichtlich wird. Die alte Schule lehrte uns bisher jetzt z.B. eine zweite Führungsebene einzuführen. Das ist jedoch für immer mehr Unternehmen unpassend, daher sollte man sich lieber nach modernen Formen umschauen. Wir bei Nextwork haben uns verschiedene Frameworks angeschaut (von Frederic Laloux "reinventing organisations" bis Holacracy) und schnell gemerkt: wir sind ja schon sehr nah dran und müssten jetzt eher schauen dies sichtbar und besser greifbar zu machen. Mehr Infos auf: https://www.marcopeters.de

Wir haben es wieder getan! ❤️ Wir haben die großartige Imola Mezey noch einmal in unseren Podcast eingeladen, um mit ihr über eine ganz konkrete New Work-Methode zu sprechen. Imola ist systemischer Coach, Retrospektiven Coach und Change Managerin und arbeitet als Projektleiterin in Festanstellung in der HR Abteilung eines großen Konzerns.Berufsbedingt und aus Leidenschaft beschäftig sie sich viel mit den Themen Personal- und Persönlichkeitsentwicklung und gibt dazu Seminare und Trainings. Im letzten Podcast ging es vor allen Dingen um die Frage, welches Mindset New Work braucht. Heute beschäftigen wir uns mit der sogenannten Retrospektive. Und wie der Name schon verrät, geht es darum, aus der Vergangenheit für die Zukunft zu lernen und das sowohl systemisch als auch systematisch. Wir klären unter anderem folgende Fragen:

Yuji Yamada is the founder of EnFlow and is interested in exploring the differences between approaching organisational transformation from a ‘Western lens’ and a Japanese lens. We talk about teal organisations from Frederic Laloux’s book ‘Reinventing Organisations’ (which has sold 100,000 copies in Japan) and Yuji’s homegrown concept of ‘Jinen management’. Could East Asian organisations be at an advantage in developing new ways of working by drawing on their ancient wisdom and inherent cultural paradigms of interconnectedness?  How to follow Yuji: Twitter: @yujiyamada0522 Resources: Yuji’s Medium post, ‘The trends of Teal organization in Japan’ The book ‘The Geography of Thought: How Asians and Westerners Think Differently’ by Richard E. Nisbett Related Leadermorphosis episodes: Ep. 55 with Frederic Laloux, author of Reinventing Organisations Ep. 5 with Tom Nixon, founder of Maptio Ep. 49 with Peter Koenig about sourcework

Introduction: Marsha Acker is a professional facilitator and executive coach with 25 years of experience. She is the founder and CEO of TeamCatapult, where she uses systems thinking, structural dynamics, dialogue, and agility to help teams collaborate and align with  greater clarity, purpose, and vision. Marsha is also the author for an upcoming book called; the Art & Science of Facilitation. Marsha lives in the USA and works globally.   Podcast episode summary:  In this episode Marsha shared how she bridges the use of Systems Thinking, Structural Dynamics, Dialogue and Agility in her work with teams. We explored her thinking on Facilitation and the 5 core beliefs she holds about Facilitation that comprise her stance. We talked about collaboration theatre and the work it takes to get a true collaboration. Marsha is a huge advocate for Facilitation and Team Coaching and she shared her definition between both disciplines. She left our conversation reminding us of the art of conversation & how like Margaret Wheatly the art is often undervalued for real & lasting change.   Points made through the episode: Marsha has two degrees in software engineering and she has made her own journey from the very technical world to the world of Leadership She is still conscious about building the gap between developers and users of content and that informs her work with teams in a systemic context Systems Thinking. Dialogue, Structural Dynamics and Agile is the thinking she uses to inform her approach to client engagements Dialogue and Structural Dynamics enable to movement towards wanting agile and systems sight. Many teams that she works with notice the ground hog or mini groundhog conversations with which they are engaged. Dialogue principles and structural dynamics often provide the gateway to true collaboration Many ways that Leaders unwittingly sabotage collaboration. She calls this collaboration theatre. Wanting difference but acting in similar ways. Oppose for example is one of the moves you can make in structural dynamics and is part of healthy dialogue. Many teams avoid the discomfort of oppose or are primed not to use it. This makes for lopsided conversations and often poorly thought through conversations or ideas for decision making. Marsha's book is really about the stance Facilitators take in the room. There are five beliefs that Marsha explains & expands in her book. So much of facilitation is an inside game. A good facilitator gets very familiar and comfortable with the 5 beliefs inherent in facilitation Marsha claims that 21st century leaders need to become artful facilitators and coaches of teams Our distributed nature of work, the networked societies in which we live mean there is a lot more complexity of which to make sense. Facilitation by leaders allows for differing voices, inquiry, innovation and collaboration We have to disrupt the narrative about what it means to be a leader. Leadership of course still has a value it is just operated in a different way. Marsha is invited into team systems when teams want to “up their game”, are high performing and want to continue on the same trajectory, have a stuck challenge, are having ground hog day conversation and require support to shift their patterns and where organisations are moving to an approach where more facilitation and coaching is required of Leaders Marsha shared her distinction between Team Coaching and Facilitation. Team Coaches can often get tripped up between the use of both or either. Marsha stressed the importance of upfront conversations with teams, speaking to all of the voices or members of the team and contracting well. Supervision is important to be able to unravel the complexity often met on teams Team Coaches can have their own blind spots/agendas/preferences and biases that can get in the way of pure team coaching Marsha now values the notion of emergence & innovation in the moment where previously she might have preferred neat team designed approaches. Important to be able to rely on support mechanisms for the many issues that can present on teams Important to remember that teams are generative, creative and resourceful and even in the greatest of perturbance can find their own answers. Teams have what they need already. Marsha reminded us of Margaret Wheatleys work and her book “Turning towards each other. Like Margaret, Marsha believes that human conversation as an ancient art has the power to cultivate change. We can as leaders come back to the beauty of connection, to value collaboration and authenticity as well as vulnerability and still be leaderful. Being vulnerable and Leaderful are not mutually exclusive concepts.     Resources: the following include the resources we alluded to over the course of our conversation   teamcatapult.com M,2020, The Art of Facilitation: How to lead effective collaborations with Agile Teams. First Edition, Free 1st chapter can be downloaded on Marsh's website M. 2002, Turning to One Another B; Transforming System Blindness into system sight U-tube clip F. 2014, Reinventing Organisations  

Episode Overview Andy speaks to Julian Saipe, former opera singer, entrepreneur, business leader, and now an international executive coach and member of the Forbes Coaches Council about the power, benefits and pitfalls of bringing a unified purpose to a business. Julian talks about his experiences of being an entrepreneur and his purpose journey from the solo "vanity trip" to an involving and inspiring collective approach, as he recalls taking Zafferano, one of London's highly acclaimed food and event management brands, from conception to exit over 15 years. In this conversation, they cover topics like opera (!), singing for the Queen Mum, dreams, humanity, authenticity, employee engagement, the role of straplines, reinventing organisations, purpose as a 100 year project and examine what might be behind a leader's struggle to embrace and make the most of having a unifying purpose driving their business forwards. Plus, Julian leaves behind his 3 Sticky Notes on the virtual walls of the Sticky From The Inside studio, in an attempt to help you successfully think about and develop your own unifying purpose.  A list of useful links and a full transcript of the show can be found lower down in these Show Notes. Join The Conversation Find me on LinkedIn here Follow the Podcast on Instagram here Follow the Podcast on Twitter here Check out the Bizjuicer website here Download the podcast here Useful Links Check out Julian Saipe's website here Follow Julian Saipe on Twitter here Follow Julian Saipe on LinkedIn here Find out more about Hal Gregersen here See and buy "Questions Are The Answer" by Hal Gregersen on Amazon here Follow Frederic Laloux on Twitter here Follow Frederic Laloux on LinkedIn here See and buy "Reinventing Organisations" by Frederic Laloux on Amazon here The Full Podcast Transcript Here's a full transcript of the whole episode, so you can check out what we said in more detail.  It was originally automated, but I've done my best to tidy it up, and I think it's pretty accurate, but if there are errors please accept my apologies :) See the full episode transcript here

Should you benchmark an organization's culture?   Can the best practices of one company be replicated in another?  The book that triggered this conversation is 'No Rules Rules' written by Reed Hastings and Erin Meyer. Reed Hastings is the founder and CEO of Netflix. Netflix is famous for its unlimited vacation policy and no policy on business expenses.  Do creative organizations needs a different culture to thrive.  Would practices like Talent Density and Radical candor work in India? In this episode, Neha Pant and Abhijit Bhaduri (@abhijitbhaduri) discuss if the culture of an organization can be benchmarked. Here is a quick summary of the book here https://bit.ly/32zUUSz  The other books mentioned are Work Rules by Laszlo Bock and Reinventing Organisations by Frederick Laloux (Watch him here https://youtu.be/GxGGkrtKZaA).  The episode describes the role of the leader in shaping culture through their talent strategy. Tell us what you think by emailing us at shrmindia@shrm.org

Mitbestimmung ist das Tool, das wirklich funktioniert, meint Ralf. Dazu haben wir einen Buchtipp für euch: Frederic Laloux, Reinventing Organisations, ISBN: 3800649136.

I am truly privileged to have Dr Joanna Martin as my guest on my podcast. Jo was my trainer when I first learned neuro-linguistic programming and she was also one of the people who taught me presentation and public speaking skills. Since she is the person who inspired me to want to become a speaker and trainer, it was a delight when she agreed to come on the show. Jo is a renowned visionary, coach, speaker and entrepreneur Her message and work have directly impacted over 120,000 people on four different continents. She initially qualified as a medical doctor and spent a number of months in oncology where the death of a favourite patient provided a wakeup call to get her life “on purpose”. Then, she changed her career and was accepted to the Actors Centre Australia. She went on to study human psychology, behaviour and growth and in 2003 launched her own coaching company in Sydney, with no network and no business experience. Within a year her business was thriving, consulting with the likes of ANZ bank, John Fairfax Publishing and eBay.From there she worked as Head of Research and Training at one of the fastest-growing personal development companies on the international stage and in 2008 launched her own business Shift Speaker Training, which she took to 7-figures within just 12 months. There she shared her speaking success secrets with over 23,000 business owners over four years. Her evolution continued in 2014 when she founded One of many, to help women to step up into leadership and increase their impact without burning out. One of many has so far reached over 70,000 women around the world. Jo is an internationally acclaimed and award-winning speaker, a diplomatic wife, a sometimes-too-tired mother, a protective sister, and a caring friend. Don't miss this fascinating and inspiring conversation and find out how Jo is just one of many women changing the world.For anyone who gets/got a bit lost when we talked about values systems, it was referring to Gravsian Values as defined by Clare Graves in Spiral Dynamics. A very worthwhile and surprisingly accessible book. The book Jo spoke about in relation to this is called Reinventing Organisations by Frederic Laloux.Jo's FREE gift to you is Seven Rituals to Calm the Daily Chaos: https://oneofmany.co.uk/rituals/Here are some ways you can connect with Joanna Martin on social media:Facebook - business page: https://www.facebook.com/OneOfManyWomen/ LinkedIn - business page: https://www.linkedin.com/company/one-of-many/ LinkedIn - profile: https://www.linkedin.com/in/joannamartin/ Instagram - business page: https://www.instagram.com/oneofmanywomen/Instagram - profile: https://www.instagram.com/drjoannamartin/Hope you enjoy the show. If you listen on Apple Podcasts, please leave us a review. It helps people to find the show and helps me to keep improving. Have a great week, John.Buzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.

We’ve lurked in the wings of the Café De Paris, Piccadilly to catch the hugely successful entrepreneur and former burlesque dancer Paulina Tenner this week.    Paulina is the founder of Grant Tree, an open culture company that pioneered an open salary scheme to help tech start-ups navigate the complex world of government funding.   She talks to us on her ‘vomit edit’ writing process for her new book; ‘What the Business Leader Learnt From the Stripper’, Open Culture and Holacracy, how she got into burlesque and what it brought to her business chops, why today’s leaders need to be more of a C.U.N.T., blagging a position as a company director when barely out of UCL and tonnes more. Put your fishnets on, boys and girls, and have a listen. ///// Follow Paulina on LinkedIn (https://www.linkedin.com/in/paulinasygulska/) On Twitter (https://twitter.com/paulinatenner) And she’s also on Instagram (https://www.instagram.com/paulinatenner/) Here is her website & book (https://www.paulinatenner.com/) And her ISOLATED Talk (https://www.isolatedtalks.com/talks/what-the-business-leader-learnt-from-the-stripper/) Watch Freddie Mercury and Queen perform The Show Must Go On (https://www.youtube.com/watch?v=t99KH0TR-J4) Paulina’s book recommendations are: Reinventing Organisations (https://www.amazon.co.uk/Reinventing-Organizations-Illustrated-Invitation-Conversation/dp/2960133552) by Frederic Laloux In Over Our Heads (https://www.amazon.co.uk/Over-Our-Heads-Mental-Demands/dp/0674445880) by Robert Kegan /////

Peter Koenig has spent the last decade researching principles for how founders organise and materialise their enterprises, projects and initiatives – what he calls sourcework. We talk about the role of source and source principles and the idea of seeing organisations as energetic fields. We talk about why his work has sparked debate in “new ways of working” circles, as well as how we can use the lens of source to diagnose decentralised organisations when we seem to get stuck. Peter also shares some insights from 30 years of running money seminars, and why money is such a great place to hide our deepest shadows. Resources: Upcoming money workshop (based on Peter's work) by Tim Malnick The Role of Source introduction workshop by Tom Nixon A website about source principles curated by Tom Nixon Peter’s website Tom Nixon’s blog about Reinventing Organisations and source (with a comment from Frederic Laloux at the end) Frederic Laloux’s video on new roles for top leaders, including the role of source Peter’s book 30 Lies About Money

Social stability comes at the prize of wearing a mask, of learning to distance ourselves from our unique nature, from our personal desires, needs and feelings, instead, we embrace a socially acceptable self. [Reinventing Organisations] We all wear a mask, sometimes more than one.  What is a mask? Not showing up in our own skin, fitting in and conforming , afraid to speak up.   How do you know if you're wearing a man? Lots of different signals, some examples are: low energy, worrying, excessive questioning of yourself, dis-engaged, physical stress/pain, unfulfilled.  Think about a particular area of your life where you might be wearing a mask (at work, at home, a particular relationship.... What is the tiniest form of action you could take today to start to dissolve this mask? The goal of unmasking is not to seek validation from others, the reward is in the practice itself. There are so many benefits to being who it is we are, being authentic, living a life on our terms, on our values.  We connect with the the right people, the right work. We develop a natural sense of self-esteem and confidence because we recognise that we respect ourselves enough to be who it is we are.  The quote at the beginning of the podcast was taken from a book called Reinventing Organisations https://www.amazon.co.uk/Reinventing-Organizations-Creating-Inspired-Consciousness/dp/2960133501   Please do subscribe on your favourite podcast app - and even better, leave a review, I would love to hear your feedback.                           

Anne Habets invite Aurore Dall'Agnol à partager son expérience de terrain dans la transformation managériale chez Décathlon depuis 4 ans.Leur rencontre à l'occasion d'une formation en intelligence collective a mené à la conception d'un tout nouveau programme "Connected leaders" qui démarre en septembre 2019 : Un programme inter-entreprises exclusif axé sur l'intelligence collective des managers et responsables d'équipe.Anne et son équipe les accompagneront et les engageront à réfléchir et à accéder à des approches innovantes autour de l'émergence de nouveaux modèles d'organisation (auto-gouvernance), de management plus humain, de thèmes comme les valeurs, les talents, les outils de médiation, le rôle source, le bien-être au travail.Notre article completLe site pour s'inscrireNos podcasts sont disponibles sur un maximum de répertoires Podcast, et ils sont hébergés sur Simplecast, Soundcloud, Mixcloud et Acast. Le flux RSS est généré pour tous les répertoires par : Simplecast. Abonnez-vous c'est gratuit et cela le restera.Sponsor & synergies hrmeetup : "transforma bxl", "The Podcast Factory Org" (ASBL-VZW), "RCF".

Introduction: Jeff Turner is International Director for Facebook working in Dublin, Ireland. He has spent over 20 years in L&D knowing that to be his professional home. He has worked for a number of organisations including Lloyds Bank, BOI, AOL and O2.  He holds a Masters in Performance Management from Leicester University. He has spent the last eight or more years working with Facebook. This conversation illuminated Jeff's passion for Learning and for making an impact. Facebook's core philosophy internally is to connect those who have something to teach with those who are ready to learn, making learning Just in time, just enough and right for the receiver.  Jeff discussed Facebook's values, Focus on impact, Move fast, be open and build social value. These values give freedom and authenticity to team members and leaders.  Podcast episode summary: This episode describes the role assumed by L&D professionals and their approach to team development at Facebook. It also shares the research conducted by Facebook of 24 Teams across EMEA  showcasing the most pertinent qualities/characteristics of high performing teams. The research team along with the support of Professor David Clutterbuck discovered eight characteristics, which were described in the show. The following bullets highlight the conversation elements of this important episode.  Change is a constant, people need to be out of their comfort zones to learn and have an impact- his question “when was the last time you volunteered to go outside of your comfort zone?  Teams are complex adaptive systems a pattern illuminated by David Clutterbuck consultant to Facebook. Understanding this concept can help teams be more connected and productive  There is a big difference between team facilitation and one off interventions and team development. Jeff and his team focus on the latter to support teams There needs to be a modicum of tension for the team to get any real value from an interventionist approach. “the truth lies in the tension”  Jeff and his team understand and appreciate that in order to be of any value they need to be willing to be fired to do Team Development.  Jeff is cognisant of the degree of change his teams face and is mindful that some team development methodologies are too linear to be meaningful.  He sees team development to a process of working with the team over 3-12 months and not a one off workshop or intervention Facebook conducted significant research on their HPTs ( High Performing Teams) with the help of Professor David Clutterbuck. He helped Facebook decode the essence of teams and determine their  “secret sauce” He named 8 distinct qualities that support success and performance.  He likened the 8 to a wheel with 7 spokes and a leaders confidence at the centre.  The seven spokes include, Hiring the right people, managers and leaders setting goals at the right level, a positive view of failure, working to individual strengths, Trust that teams mean to deliver, change is like breathing, Enjoyment for the work and the people and finally confidence of the leader.  Facebook does use a diagnostic for teams focusing on 3components, Purpose, People and Practices.  Not all teams can access the service provided by L&D which is why they have developed a sort of self service offering a diagnostic and exercises as well as a repository online The L&D team at Facebook have developed their expertise to support teams, they use their weekly meetings as places for supervision and learning together.    Quotable Quotes: “You have to be willing to be fired to do Team Development at FB”  “The truth lies in the tension” “Change is like breathing”    Resources: the following include the resources we alluded to over the course of our conversation Reinventing Organisations by Frederic Laloux. 

Culture Change Paradoxes Podcast Series Episode 1With Onefish expert on agile culture change in the workplace, Richard Atherton.Richard Atherton is one of the most experienced culture change ‘do-ers’ and the host of the popular Being Human podcast on iTunes. A regular contributor to Onefish Twofish culture transformation projects, he talks candidly about his experiences of going deep with leaders, hacking small successes and a possibly a few trip ups along the way. Show notes:From getting to the heart of leaders to starting small fires. Richard’s podcast, Being Human.First Human, the company he is a partner in.Dave Snowden and his blog on taking actions that make negative stories more difficult to tell.Ralph Stacey who describes people as sensors with data to tap.Frederick Laloux’s book “Reinventing Organisations” which talks about ‘human-sensing machines’ and which you can download on a pay-as-you-feel basis.On twitter we are @onefishcomms and Richard is @rathertonrichFind us at www.onefishcomms.co.uk

Pour vous abonner via iTunes : cliquez ici pour voir le podcast sur iTunes et cliquez sur « Afficher sur iTunes » puis « S’abonner » pour recevoir automatiquement les prochains épisodes) Les ressources évoquées par Jérôme lors de l'entretien : Le livre La 25ème heureLe blog de Neville Medhora sur le copywriting et l'importance des mots dans la venteLe site du festival OPALLe site de Frédéric Laloux et son livre Reinventing Organisations

Rich's personal site: http://richdecibels.com/ The Hum: https://www.thehum.org/ Thread on Reinventing Organisations: https://www.facebook.com/stephenreid321/posts/2175422099199363 My personal site: http://stephenreid.net Follow me on Facebook: http://facebook.com/stephenreid321

Zoe Nicholson shares the role of Chief Executive at healthcare social enterprise Here in the UK and describes her job as tethering the organisation to its purpose. She shares some of the practices they’ve developed at Here, inspired by sources like Frederic Laloux’s “Reinventing Organisations” and mindfulness, as well as some of the challenges of working in a highly regulated and hierarchical sector. How to follow Zoe: Twitter: @zoenicholson4 More resources: Here’s website http://hereweare.org.uk/ The Circle Way practice http://www.thecircleway.net/ Margaret Wheatley’s talk about islands of sanity Leadermorphosis podcast episode with Helen Sanderson and her Wellbeing Teams  

Transforming Organizations with Andrea Farè RESSOURCES https://www.youtube.com/watch?v=_0prjrDuPiU Jurgen Schmidhuber "The super intelligence end game" a brilliant forecast on the role of AI and mankind in the coming future. https://www.youtube.com/watch?v=502ILHjX9EE "Agile product ownership explained" a master piece of clarity, much more informative than the sum of many books I've read on the topic. https://www.youtube.com/watch?v=sD0B-X9LJjs "Christopher Hitchens' talk at Google", a great example of engaging and refined dialectics, on a controversial theme (is religion a force of good or evil?) BOOKS ANDREA RECOMMENDS The Evolution of Cooperation by Robert Axelrod (shows why cooperation is needed and autonomously emerges even in hostile environments) nature seems to be able to cooperate on prisoner dilemma like problems much better than us. The Selfish Gene by Richard Dawkins the book analyses evolution from as if the gene was the actual subject of it, and humans were simply vessels that carry selfish genes on their journey to replication, it is interesting because it forces you to get rid of the anthropocentric view by which we distort most interpretations of what happens around us. Reinventing Organisations by Frederic Laloux an eye opening enquiry on modern organisational change Maverick by Ricardo Semler an incredible story of a great leader who has introduced self-management even before the definition existed BOOKS THAT WERE RECOMMENDED TO ANDREA BY PEOPLE HE TRUSTS Switch: how to change things when change is hard Adults in the room: my battle with Europe's deep establishment Talking to My Daughter About the Economy: A Brief History of Capitalism APPS @Voice Aloud Reader: neat android app that reads your books and web pages with a near human quality.

One of the most influential books for me of the last couple of years is Frederic Laloux's Reinventing Organisations which reinforced many of the ideas I had been having independently about what is not working any more about big business. I've been wanting to share these ideas with you and found the perfect opportunity when I met Charlie Efford, who shares my enthusiasm for these concepts. In our conversation on this week's podcast we talk about Charlie's professional history and the unusual route he took to the work he does today. Then we go through the main ideas in Reinventing Organisations. And finally we discuss what comes after "Teal". All will be revealed as you listen! Please stay in touch via twitter (@blairepalmer), instagram (@blairelyspalmer) or email (blaire@thatpeoplething.com). And please remember to review the podcast on itunes as it really helps more people know about it! Thank you!!

Tom Nixon is an entrepreneur and coach who works with founders to help them realise their ideas, and supports organisations to reconnect them to their purpose. We talk about his latest venture Maptio which is a mapping tool for self-managing organisations. How do you avoid creative entropy as your company grows? How do you get people to step into their responsibility? What is the role of the founder or CEO? How to follow Tom: Twitter: @tomnixon Website: https://tomnixon.co.uk/ Book of the week: Reinventing Organizations by Frederic Laloux (again!)  Relevant links: Register to get access to the Maptio beta Tom’s blog about resolving the awkward paradox in Frederic Laloux’s Reinventing Organisations