Reinventing Organizations, written by Frederic Laloux, is a groundbreaking book that examines how organizations can reconstruct and reinvent their collocated working environment. The book was released in February 2014, and is based on research conducted on numerous organizations around the world. Unlike most organizational books, Reinventing Organizations challenges and offers a clear rethinking of the traditional work model, moving away from the current large and bureaucratic approach and replacing it with a whole new form of working.
Drawing upon established and tested principles, the author challenges the antiquated industrial models of their past that are still lingering in their current working environments. The book examines what the new and re-invented work environment looks like, and how the principles of the current models can be applied to untested innovative ways.
Reinventing Organizations takes the readers beyond the traditional analysis of the structural and cultural aspects of the organization, and forces them to take a deeper look into the dynamics of the organization and its people. For example, it looks at how to define the structure of the organization in terms of goals, roles, and performance. It examines how to build trust between workers, and how to develop a sense of shared responsibility.
The book also examines the implementation of the new organizational model, where the leader is not just a figure-head, but a leader of a self-organizing system. It looks at a way of leading that creates space for initiative and creativity, while still respecting the authority and capabilities of the people within the organization. The notion of self-management or ‘teal’ management is a topic covered in depth.
Reinventing Organizations also looks past the traditional model of management and identifies the process of change and growth as an ongoing, continuous process. It calls for continuous improvement and education, where leaders and team members alike learn from each other and understand the value of experimentation and learning.
The book identifies several different strategies and methods for transitioning to the new organizational model, including small steps, such as regularly scheduled one-on-one meetings between team members and leaders, or large scale initiatives like open book management or agile processes. It also examines the various tools and techniques for monitoring performance, and for providing feedback, that are used according to the organization’s level of development.
Reinventing Organizations is a great book for anyone interested in learning more about the process of change and growth, and how to create an environment where people can thrive and innovate. By challenging and rethinking the traditional organizational models, the author encourages readers to identify and embrace new methods of working that can help them unlock untapped potential and reach their goals.
