Teal

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:

• Promotes self-management advocating for high autonomy among their employees and removes hierarchy, plan and control mechanisms and rules.
• Advocates for wholeness promoting working environment where personnel are invited to reclaim their inner wholeness and fully express themselves in the workplace resulting in high levels of energy, passion and creativity.
• Removes lack of purpose with evolutionary purpose — Teal organization base their strategies on what they sense the world is asking from them.

Holacracy

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.

• Promotes flexible organizational structure. Dynamic roles replace static job descriptions.
• Advocates for meeting formats geared toward action eliminating over-analysis.
• Removes bureaucracy from decision-making.

Responsive Org

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.

• Promotes networks of teams versus industrial-era hierarchies.
• Advocates for purpose instead of profit.
• Removes privacy centering around decisions and process to allow for more transparency within an organization.

re:Work

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.

• Promotes managers acting as role models for continuous growth and improvement.
• Advocates for treating employees like owners.
• Removes unconscious bias and replacing with education, measurement and accountability.

Semco Style

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.

• Promotes building a culture of trust where there is a free exchange of ideas and transparency in decisions, meetings and planning.
• Advocates for innovative and creativity to be nurtured in their employees and companies.
• Removes control systems and returns accountability and self-management to team members.

Sociocracy

Conceptualized by Auguste Comté, Sociocracy can be traced back to 1851. The movement has since remerged in modern times in 2014 as Sociocracy 3.0. It enables companies and teams to manage themselves as an organic whole meaning everyone gets a voice in the management of the organization. It is designed to grow effective, agile and resilient organizations of any size, from small startups to large international and national networks.

• Promotes effective flow of communication and information within the company.
• Advocates for accountability and engagement among its employees.
• Removes predetermined growth metrics and replaces them with flexible processes that allow organizations to move forward and grow at their own pace.

Lean

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.

• Promotes building a culture of stopping to fix problems, to get quality right the first time.
• Advocates for a learning environment through reflection and continuous improvement.
• Removes trust issues by using visual controls so no problems are hidden.