Lately I've been looking into self-management as an alternative to traditional organisational models, i.e. command & control hierarchies.
Examples: Morning Star (tomato processing), Mindera, Liip, Hair, Spotify, NER Group and many more. They have different implementations of a model where decisions are made closer to the frontlines (customers, production, product,...).
Think of an organisation model where people set their goals in line with company objectives and in alignment with colleagues that are affected by the output or required to achieve a certain outcome. (More: What are self-managed teams)
This creates more ownership and accountability as teams hold each other responsibile - not a manager who is distant to what's happening in daily business.
Dough Kirkpatrick (who helped build-up self-management at Morning Star) argues, this gives a business more control over outcomes and progress. Not less, as some managers would fear. With middle management information gets lost or obscured as the persons making decisions/giving orders are not the ones carrying them out.
On performance reviews... These are flawed and useless the way most perform and use them. They are subjective judgements by one person (manager) over another (subordinate).
Read a more detailed explanation here.
It's time to change things around a bit. Ensure more autonomy and accountability, and ultimately better results for all stakeholders (i.e. customers, employees, society, shareholders).
This is one thing that (most likely) will not fly with investors on board, or will it? Most investors are deeply embedded in command & control models themeselves ... (see my post on start-up economics)
Examples: Morning Star (tomato processing), Mindera, Liip, Hair, Spotify, NER Group and many more. They have different implementations of a model where decisions are made closer to the frontlines (customers, production, product,...).
Think of an organisation model where people set their goals in line with company objectives and in alignment with colleagues that are affected by the output or required to achieve a certain outcome. (More: What are self-managed teams)
This creates more ownership and accountability as teams hold each other responsibile - not a manager who is distant to what's happening in daily business.
Dough Kirkpatrick (who helped build-up self-management at Morning Star) argues, this gives a business more control over outcomes and progress. Not less, as some managers would fear. With middle management information gets lost or obscured as the persons making decisions/giving orders are not the ones carrying them out.
On performance reviews... These are flawed and useless the way most perform and use them. They are subjective judgements by one person (manager) over another (subordinate).
Read a more detailed explanation here.
It's time to change things around a bit. Ensure more autonomy and accountability, and ultimately better results for all stakeholders (i.e. customers, employees, society, shareholders).
This is one thing that (most likely) will not fly with investors on board, or will it? Most investors are deeply embedded in command & control models themeselves ... (see my post on start-up economics)
M·M