0 comments on “A Beginners Guide to Liberated Companies”

A Beginners Guide to Liberated Companies

“Liberated Companies” is a new approach to organize companies or teams. Its unique perspective is to make the work designs- i.e., those structures, processes, and routines used to collaborate inside an organization- explicit and evolve them. 

Every company uses work designs: Meetings, decision-making, task allocation, information and communication, performance management, project methods, and business processes. There is no way for any company or team not to use work designs. The thing is: Most companies are not aware of what often disastrous effects their incumbent work designs have on their performance as on people. Overwhelmingly, companies plow ahead and use those work-designs their managers learned by imitation from past generations’ managers.

Progressive Organizations, many Technology Companies, the Agile, New Work, and Lean Start-up Movement demonstrate that better results can be realized for everyone by using ever more refined work designs. Work designs that enhance people’s collaboration by eliminating fear in the work-place, creating the space for more mindful, holistic, and finally more ingenious solutions.

Liberated Companies provides a model and methods to utilize these advanced work designs at scale. Just imagine what good follows from activating people all those 85% more or less disengaged people in today’s companies, of people bringing their whole to work instead of turning into a mini-sized version of themselves once they entered the office!

Six challenges for todays organizations

Every work design carries in it a message. Hierarchical decision making, for example, however it is done, carries with it a clear message of discretionary, paternalizing power. It tends to disenfranchise people, making them retreat into their inner shells. More participative decision making, more open communication, more dynamic systems of distributing power between people, reduces these negative messages and systematically encourages people to speak up. 

Another example: Giving feedback. The way that managers give managers feedback but teach people to become subservient underlings. Not because all managers suck at it, but because feedback is usually delivered from a position of great power, teaching people that manipulating the perceptions of superiors is more important than truth.

Or think of meetings. Meetings are often only thinly structured discussions on agenda points that do not reflect what people actually need and that do not strive in any way to elicit people’s genuine opinions.  

Work designs are not merely structures to get things done. They all carry messages in them that are detrimental or beneficial for an organization’s mission and growth. Every time a meeting is done, a review is done, a decision is taken, information is disseminated, a project is set up, it sends a message to people. It teaches them how to behave, what to say, and it impacts their self-esteem and personal agency. 

The “Liberated Company Map”- A map of work designs.

Systems change people much more than people change systems. The unreflected systems of work designs most companies are using today are not working as good as they could. “Liberated Companies” mean to change that.

A Liberated Company is (i) a learning organization that (ii) evolves its work designs in an (iii) holistic manner, often (iii) towards a more egalitarian distribution of power. It aims to free people of oppression to put itself on the trajectory of technology, thereby maximizing its number of options over time.

“Liberated Companies” is an approach to creatively configure and evolve the work designs of any organiz ation, company or team.

An Introduction to Liberated Companies

Let’s change the system and start evolving work designs to make companies and teams into ever better versions of themselves – for the benefit of everything that a company touches.

This book shows how: Liberated Companies – How to Create Vibrant Organizations in the Digital Age.

To learn more:

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1 comment on “Why are Agile, Lean and New Work Getting Stale?”

Why are Agile, Lean and New Work Getting Stale?

Because they ignore power. Take the Agile Manifesto:

  • Individuals and interactions > processes and tools
  • Working software > comprehensive documentation
  • Customer collaboration > contract negotiation
  • Responding to change > following a plan

There is nothing in there about power.

Or take the main underlying of one of the main expressions of Agile, Scrum. It’s main six underlying principles are iteration, self-management, empirics, collaboration, value, and time boxing. Only one of these, self-management, is about power but merely on team level. It ignores the power dynamics that teams are subjected to in organizations. Yes, there are approaches to scale Agile to multiteam level, namely LeSS, SaFEE and Nexus, but these approaches are nothing more than prescriptions for multi-project management.

It speaks volumes that Scrum, which for many is the epitome of Agile, strangely ignores the first line of the Agile Manifesto.

How on earth can one put individuals and interactions over processes and tools and at the same time slavishly obey SCRUM processes?

A silly, obvious contradiction. But that is the state of Agile. It becomes more and more captured by the powers in charge as just another set of management processes which are to be adhered to. Most companies “upgrade” their project management processes from waterfall to agile by replacing one set of processes and measurements with another. Still, the operating system that these processes are running on remains the same, the organizational hierarchy. 

In a conventional organizational hierarchy Agile is an impossibility at any level above the team:

  • Processes > Interactions: 
  • Control > Results
  • Adherence to your manager > Collaboration
  • Execution of a plan > Sensing & Evolving

A hierarchy expects adherence and submission. It is basically built on control. Individuals and interactions are secondary concerns.

There is just no way you can scale Agile in purely hierarchical organizations. Instead we need an update not of this or that process, but on the underlying operating system that agile runs on, the hierarchy. 

No, that does NOT mean that all companies need to become self-managed. Neither does it mean that middle management needs to be eliminated.

To liberate companies we need to (i) update the mechanisms to distribute power between people in (ii) a manner that is much more complex than just exchanging hierarchy for self-management.

 As Nobel prize winner Elinor Ostrom and many others have shown, there are many more alternative models of governing. These are not even new, we just got to rediscover them. We are better equipped in bringing to live these new, progressive organizations than ever before in history: Digital Technologies and the transparency they offer, enable forms of human collaboration, that are much closer to the needs of organizations, people and technological progress itself. 

We are more than ever before in human history able, ready and in need of new ways of collaborating with one another. 

If you like to learn more, sign-up for “Liberated Companies”. You will receive regular updates my upcoming book about configuring progressive organizations.

And: Spread the word, if you like the concepts you find on www.liberated.company.

P.S. I expect the book “Liberated Companies” to launch by end of November!

Sources

  • Agile Manifesto https://agilemanifesto.org/principles.html
  • Keith Sutherland (2015) Scrum: The Art of Doing twice the work in half the time
  • Elinor Ostrom (1990) Governing the Commons: The Evolution of Institutions for Collective Action