My guest for this episode is Jussi Markula, a teal mentor, a serial entrepreneur and the co-founder of the Teal Finland community. In his daily work at Prominda, Jussi facilitates the exploration of new paradigms in organizations.
The idea of a Teal organization was introduced by Fredrick Laloux in 2014 in his book, called Reinventing organizations. The book walks through the evolution of human organizational paradigms and then discusses the most advanced one to date, dubbed Teal.
Jussi helps us delve a little deeper in to the breakthroughs that enabled teal organizations to come to life.
Brief walkthrough of the evolutionary stages presented in Laloux book:
The first stage is called Red. That’s the stage of top-down authority and strict division of labor. Think of a street gang or a wolfpack, where fear is the glue of the organization.
Then we have Amber. Amber is characterized by hierarchy, formal roles and stable processes. It’s where we use the stick to keep people in control. An example of an amber organization is the army.
Then we get to Orange. Orange is the organization that acts like a machine. Orange organizations value innovation and accountability and are based on a meritocracy. This is probably the most common organizational paradigm currently in use.
After Orange comes Green. That’s the family-like organization. These green organizations are driven by their values and people are empowered to produce to the stakeholders. Green organizations have a strong focus on culture.
The final stage introduced by Laloux is teal. Teal is an organization that behaves like a living organism. The organization has it’s own evolutionary purpose. It’s self-managed and leadership is distributed. People bring their whole selves to work and don’t create a strong distinction between their work and private personas.
My guest for this episode is Barry O’Reilly, who’s one of the authors of Lean Enterprise that discusses how high performance organisations innovate at scale.
What’s especially interesting to me about Barry’s experience is that he’s worked a lot with large organisations. He’s for example the founder of ExecCamp, where he takes executives to retreats lasting up to 8 weeks, and helps them disrupt their own businesses.
We talk about how organisations can transform their culture to support experimentation and better decision making. Barry also highlights couple of insights from his newest book, Unlearn.
My guest for this episode is Gary Hamel, one of the biggest names in the field of strategy.
Gary started working with strategy in the beginning of the 1980’s and has since released a bunch of groundbreaking articles and books on the topic. For example, the terms strategic intent and core competency were popularized by him and his colleagues.
We talk about what makes strategies successful, how hierarchies affect organizations and what Gary thinks about bureaucracy.
There is also a new segment introduced in the second half of the podcast, hope you like it!
Exove – a digital growth company that helps companies look into the future and achieve growth by designing and creating visually attractive, user-friendly and seamlessly working digital solutions. https://www.exove.com/en/
My first guest for the seventh season is Eeva Vilkkumaa, Assistant Professor at the Aalto University School of Business. She studies decision making and resource allocation at companies and public organizations.
We talk about how companies can develop mathematical models to support their decision making. Eeva emphasises the importance of co-creation when building decision making models. She thinks that if people are not involved on building the model or don’t understand the principles behind the model, the results are not going to be great.
Hope you enjoy episode!
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