el Kodady, Farouk
Getting the best out of people and organizations
Dutch, English, Arabic
Introduced in the book Reinventing Organizations by Frederic Laloux in 2014, this movement advances the idea of soulful workplaces that focus on their impact in the world versus management targets. By focusing less on the bottom line and shareholder value and by implementing agile practices, Teal organizations are reaching new heights in financial results and are outpacing their competitors. These are the 3 breakthroughs:
Started in 2009 by Brian Robertson, this movement replaces the traditional management hierarchy with a “peer-to-peer” operating system that increases transparency, accountability and organizational agility. The movement’s vision is to distribute authority among its team to empower all employees to take leadership roles and make meaningful decisions.Super Circle: Contains sub-circles.| Sub-Circle: Each is dedicated to a function.| Role: A task related to a function.
Started in 2015, this global movement aims to redefine how organizations operate in the era of rapid development in digital and social technologies. Their mission is centered on a collective of organizations sharing concrete change toward a more responsive management system that fosters transparency, agility and openness.
Started in 1998, re:Work is a website sharing curated guides, case studies and research about how businesses like Google and others rethink business to put people first. Their goal is to provide resources to help other organizations design workplaces to make people happier, healthier and more productive.
Developed over 30 years ago by Ricardo Semler, this management approach organizes wisely around humans instead of smartly around structures and procedures. It is designed to treat adults as adults and put people above organizational modes.
Derived from Japanese manufacturing industry, this movement focuses on taking the “fat” out of manufacturing business systems and streamlining processes by eliminating overburden or unbalanced workloads. This type of movement is best demonstrated by Toyota, which summed up its ideals in 2001, calling it “Toyota Way”. They base their management style on 14 principles.
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