Rethinking organization

According to a Gallup study, two out of every three employees work by the rules, and one in seven has already resigned internally. For several years now, a wide variety of surveys have painted a sad picture of employees' dissatisfaction with their work.

Especially due to the digital transformation of many work processes, there are noticeable changes in the organization of many companies, which also affect the motivation of employees. This is because not only the digitalization of the world of work is changing, but also the organizational structure of companies.

Pioneers of new forms of organization with high employee motivation often come from young companies and start-ups. But not only that. The former management consultant Frédéric Laloux examined twelve organizations of various sizes, ages and industries that have implemented new approaches to corporate organization. As a basis, he first defined the characteristics of common forms:

  1. tribal: exercise of power over subordinates
  2. traditional: strong authoritarian organization, structure: hierarchical pyramid
  3. Modern: Competition, expansion and profits dominate, innovation is important
  4. Postmodern: Also classical pyramid hierarchy, but common values are in the foreground. The most important interest groups are involved

After analyzing the twelve successful companies, Laloux outlines a fundamental and new form of organization that fits very well into a technically changed, digital world. As a pictorial comparison for these organisations, he cites the living organism with all its complexity. These "organic" organizations have no hierarchies of power, know no organizational charts and adapt themselves independently to the environment.

The cornerstones of this new form of organization can be found in the areas of self-management, wholeness and evolutionary purpose. This means that in the area of self-management, for example, power hierarchies are dissolved and replaced by flexible hierarchies. For example, anyone can become part of management at short notice. This increases the degree of responsibility of each individual and problems can no longer be projected onto the leadership of other colleagues.

For many this concept may seem utopian. Elsewhere, the rethinking briefly described here has long since become reality. Because in order to bring companies forward and to motivate employees anew, managers must not only consider which technology, software and further developments are to be used, but also rethink which leadership style they bring to such a modern company.