This document discusses experiments with democratic and agile organizational structures at Haufe-umantis AG. It describes how the company has experimented with leadership elections, democratic decision making on strategy, team recruiting, network cells, 360 degree feedbacks, and shared information. The goal is to transform the company from a traditional hierarchy to a more democratic and agile structure over 10,000 hours of experiments. It also discusses the challenges of transforming an organization from a traditional "command and control" structure.

1. ORGANIZATIONS
BEYOND HIERACHY
LESSONS FROM 10‘000 HOURS OF DEMOCRATIC &
AGILE EXPERIMENTS.
Marc Stoffel,
elected CEO, Haufe-umantis AG
Mexcon 2018

7. 85%
Majority
0%
50%
67%

9. NO!

19. New Leadership experiments @ Haufe
LEADERSHIP ELECTIONS
DEMOCRATIC DECISIONS
ON STRATEGY
Team-Recruiting
NETWORK CELLS360 DEGREE FEEDBACKS
SPIRAL CAREERS SHARED INFORMATIONS
Agiles Framework

21. Our transformation
Print
Digital Media
Weiterbildung
Software
Procurement
Sonstiges
1990 1995 2000 2005 2010 2017

22. ?

24. DISRUPT
Stage 1
PERFORM
Stage 3
TRANSFORM
Stage 2

25. PERFOR
M
Stage 3
TRANSFOR
M
Stage 2
DISRUPT
Stage 1

26. IMPLEMENT
«SCRUM»
CALL
MEETINGS
«Sprints»
GOOGLE
STYLE
OFFICES
=++

27. zomb
ieagilit
y

28. DISRUPT
Stage 1
PERFORM
Stage 3
TRANSFORM
Stage 2

29. OUR AUTOPILOT RUNS
«COMMAND & CONTROL»

30. x

31. x

35. intuitio
n
Involuntary
control
Effortlessne
ss
Innate
skills
spee
d
reflex
patienc
e
concentratio
n
Constructed
thoughts
Analytic
s
effort
reason
Brain
systems 2
1

36. primin
g

37. OUR AUTOPILOT RUNS
«COMMAND & CONTROL»

38. 1st order
change
2nd order
change
vs

39. DISRUPT
Stage 1
PERFORM
Stage 3
TRANSFORM
Stage 2

40. YOU HAVE
TO START
BEFORE
YOUR ARE
READY