Growing a Company Without Bosses
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The document discusses growing a company without traditional bosses or top-down management. It argues that most companies are overly managed, which limits employee engagement, productivity, and innovation. As an alternative, it proposes that companies can function like ecosystems or self-organizing machines, with distributed authority, self-management, and holacracy. This allows for purpose and values, information sharing, role design, decision making, and other processes to be determined collaboratively without hierarchical control. Several examples of companies successfully using this approach are provided.
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Growing a Company Without Bosses
- 1. Growing a Company Without Bosses Samantha Slade Edwin Jansen @Sam5 @EdwinJnsn
- 2. “The day before something is truly a breakthrough, It's a crazy idea.” -Peter Diamandis-
- 4. When I say “Go”, Clap your hands, in unison, in rhythm. Don’t stop until I say, ”Stop.”
- 5. How did you know which rhythm to clap? It’s in our nature to self-organize
- 7. Limited Employee Engagement Source: Bersin & Associates, 2012
- 8. 70% NOT ENGAGED HUGE IMPACT OF MANAGER (71%) 9/10 MANAGERS DEMOTIVATING Stats from: Employee Engagement Won’t Improve
- 9. Excess Management Is Costing the U.S. $3 Trillion Per Year Stats from: One manager for every 4.7 employees Limits on the Organization
- 10. “We want Zappos to function more like a city and less like a top-down bureaucratic organization.” -Tony Hsieh, CEO, Zappos Limiting Productivity & Innovation
- 11. How To Push Past These Limitations?
- 12. Not the solution. Trying to “better manage people” Is the problem.
- 13. “Intelligent Design” for People “User Design” by People
- 16. Human support Heiligenfeld FAVI Sounds True AES ESBZ Buurtzorg Morning Star BSO/Origin Sun Hydraulics RHD Patagonia Holacracy Psychiatric hospitals Automotive supplier RetailElectricity generation School Health care Food processing IT Services Hydraulic valves Media Software
- 17. People can be Trusted Distributed Authority People need to be Managed Hierarchical Authority
- 18. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 19. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 20. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 21. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 22. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 23. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 24. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 25. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending How Does It Work?
- 26. Purpose & Values Information Sharing Strategy & Initiatives Role Design Learning & Development Decision Making Compensation & Spending START the SHIFT(s)
- 27. Reconnect
- 28. Make the Shift Communities Enlivening Edge Responsive.org Reinventing Org Wiki Many FB groups ejansen@fitzii.com blog.fitzii.com sam@pecolab.com Percolab.com TOOLS
Notes de l'éditeur
- Peter Diamandis, the creator of the X Prize, said that “The day before something is truly a breakthrough, it's a crazy idea.” I see this idea moving fast from crazy to breakthrough because there are many successful companies, like Fitzii, that are proving that it works.
- It all started when Tony read that when cities increase in size they become more productive by 15%. But as Zappos grew to 1500 employees they were getting less productive. So Tony decided to address the root cause of the productivity issue – and get rid of managers.