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The Future of Management
The Future of Management
The Future of
Management Is Teal
Organizations are moving forward along an evolutionary spectrum,
toward self-management, wholeness, and a deeper sense of purpose.
BY FREDERIC LALOUX
REPRINT 00344
strategy+business issue 80
The Future
of Management
Is
Teal
Organizations are moving forward along
by Frederic Laloux
strategy+business issue 80
Frederic Laloux
www.reinventing
organizations.com
is the author of Reinventing
Organizations: A Guide to
Creating Organizations Inspired
by the Next Stage of Human
Consciousness (Nelson Parker,
2014). A former associate
partner with McKinsey &
Company, he is now an independent scholar and advisor to
organizational leaders.
ORANGE
GREEN
TEAL
Guiding Metaphor
Key Breakthroughs
Current Examples
Constant exercise of
power by chief to keep
foot soldiers in line.
Highly reactive, shortterm focus. Thrives in
chaotic environments.
Wolf pack
Division of labor
Command authority
Organized crime
Street gangs
Tribal militias
Army
Catholic Church
Military
Most government
organizations (public
school systems, police
departments)
Goal is to beat
competition; achieve
profit and growth.
Management by
objectives (command
and control over what,
freedom over how).
Machine
Innovation
Accountability
Meritocracy
Multinational companies
Investment banks
Charter schools
Family
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AMBER
Description
Self-management
Living organism
replaces hierarchical
pyramid. Organizations
are seen as living entities,
oriented toward realizing
their potential.
Empowerment
Egalitarian management
Stakeholder model
Self-management
Wholeness
Evolutionary purpose
A few pioneering
organizations (see
Examples of Teal
Management, page 8)
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whether we are powerful leaders or low-ranking employees, we feel that this paradigm isnt sustainable. The
heartless and soulless rat race of Orange organizations
has us yearning for more.
Postmodernity brought us another world view. The
Green stage stresses cooperation over competition and
strives for equality, solidarity, and tolerance. Historically, this perspective inspired the fights for the abolition
of slavery and for gender equality, and today it helps
combat racism, homophobia, and other forms of discrimination. Green organizations, which include many
nonprofits as well as companies such as Southwest Airlines, Starbucks, and the Container Store, consider social responsibility the core of their mission. They serve
not just shareholders but all stakeholders, knowing that
this often results in higher costs in the short term, but
better returns in the end.
Green leaders have championed the soft aspects
of business investing in organizational culture and
values, coaching, mentoring, and teamwork over
the hard aspects of strategy and budgeting so prized
in Orange. Family is their metaphor; everyones voice
should be heard and respected. You cant treat knowledge workers like cogs in a machine. Empowerment and
egalitarian management are among the breakthroughs
they introduced.
Practice shows, alas, that empowerment and egalitarian management are hard to sustain. Efforts to make
everyone equal often lead to hidden power struggles,
dominant actors who co-opt the system, and organizational gridlock. Green companies, universities, and organizations that take egalitarianism too far have tended
to bog down in debate and factionalism. Successful
Green companies maintain a careful balance: taming
Buurtzorgs purpose is
not for nurses to give shots
and change bandages, but
to help its patients live a rich
and autonomous life.
In 2012, I set out to find some examples of Teal organizations and describe the factors that set them apart. To
qualify, an organization had to employ a minimum of
100 people and had to have been operating for a minimum of five years in ways that were consistent with the
characteristics of a Teal stage of development.
After screening a great number of organizations, I
focused on 12, selecting those that were most advanced
in reinventing management structures and practices.
(See Examples of Teal Management, where 10 are
listed; the other two, AES and BSO/Origin, reverted
back to more traditional management practices after
a change of CEO or ownership.) I was struck by the
diversity of these organizations. They include publicly
held and privately held for-profit corporations along
with nonprofits in the consumer products, industrial,
healthcare, retail, and education industries. Typically,
the leaders of these companies didnt know about one
another. They often thought they were the only ones to
be so foolhardy as to rethink their management practices in fundamental ways. Yet, after much trial and
error, they came up with strikingly similar approaches
to management. It seems that a coherent new organizational model is emerging.
Like previous leaps to new stages of management,
the new model comes with a number of important
breakthroughs:
Self-management. Teal organizations operate effectively, even at a large scale, with a system based on
peer relationships. They set up structures and practices
in which people have high autonomy in their domain,
and are accountable for coordinating with others. Power and control are deeply embedded throughout the or-
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Examples of
Teal Management
Buurtzorg: a Netherlands-based
article.
900 people.
natural environment.
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gearbox forks for the automotive industry, and has about 500 employees.
At Patagonia, childrens
laughter and chatter are
regularly heard; at Sounds
True, people bring their
dogs to work.
Buurtzorgs 9,000 employees operate entirely with selfmanaging practices. Local teams of 10 to 12 nurses
decide which patients to serve, how to allocate tasks,
where to rent offices, how to integrate with the local
communities, which doctors and pharmacies to work
with, and how to collaborate with nearby hospitals. The
teams monitor their own performance and take corrective action if productivity drops. They dont have team
leaders; management tasks are spread across the members, all of whom are nurses.
One common misconception about self-management is that everyone is equal and decisions are made by
consensus, which requires endless meetings. The truth
is very different. Self-management requires a whole set
of interlocking structures and practices, so that decision
rights and power flow to any individual who has the
expertise, interest, or willingness to step in to oversee
a situation. Fluid, natural hierarchies replace the fixed
power hierarchies of the pyramid. This requires explicit
training. At Buurtzorg, all new team members take a
course called Solution-Driven Methods of Interaction,
learning sophisticated listening and communication
skills, techniques for running meetings and making decisions, and methods of coaching one another and providing perspective.
You might assume that all this is managed through
staff functions the source of capability and power in
many Orange and Green organizations. But Buurtzorgs
9,000 nurses are supported by fewer than 50 staff people. The nurses do their own recruiting and purchasing,
contracting for specialized medical or legal expertise
when needed. They align with the larger organization
not through rules and procedures, but through the collaboration methods they learned. A powerful internal
social network allows them to draw on guidance and
medical expertise from fellow nurses in other parts of
the country, many of whom theyve never met.
The Embrace of Wholeness
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org patient is shorter. Its estimated that the Dutch social security system would save $2 billion per year if the
entire home-care industry adopted Buurtzorgs operations model.
Evolutionary Purpose
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panies look five years ahead and make plans for the next
year. FAVI leaders prefer to think like farmers: Look 20
years ahead, and plan only for the next day. A farmer
must look far out when deciding which fruit trees to
plant or which crops to grow. But it makes no sense to
plan a precise date for the harvest. One cannot control
the weather, the crops, the soil; each has a life of its own.
Sticking rigidly to plan, instead of sensing and adjusting
to reality, leads to having the harvest go to waste, which
too often happens in organizations.
Practices based on sensing and responding, combined with self-management, lead to high levels of innovation. Two nurses on a Buurtzorg team found themselves pondering the fact that elderly people, when they
fall, often break their hips. Could Buurtzorg help prevent this? Their team created a partnership with a physiotherapist and an occupational therapist from their
neighborhood. They advised patients on small changes
they could bring to their home interiors, and changes
of habit that would minimize the risk of falling. Happy
with their success, they approached de Blok to suggest
turning Buurtzorg+ (Buurtzorg + prevention) into a
national program.
Had de Blok been a traditional CEO, he might
have analyzed the idea and, if he approved it, assigned a
team in headquarters to develop a comprehensive implementation plan. His actual answer was much humbler:
Why should he, rather than the system itself, decide if
this was a wise thing to do? He suggested that the same
team of nurses package their approach and disseminate the idea on the companys internal social network.
Hundreds of teams showed interest and the idea quickly
caught on. Within a year, almost all teams had incorporated prevention into their work using that model.
In a self-managing, purpose-driven organization,
change can come from any person who senses that
change is needed. This is how change has occurred in
nature for millions of years. Innovation doesnt happen centrally, according to plan, but at the edges, when
some organism senses a change in the environment and
experiments to find an appropriate response. Some attempts fail to catch on; others rapidly spread to all corners of the ecosystem.
Resources
Don Edward Beck and Christopher Cowan, Spiral Dynamics: Mastering
Values, Leadership, and Change (Blackwell, 1996): Background for this
history, including the work of Clare Graves.
Art Kleiner, Ellen Langer on the Value of Mindfulness in Business,
s+b, Spring 2015: Research on Teal-like attributes: wholeness and control
over context.
Frederic Laloux, Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness (Nelson Parker,
2014): In-depth explication of the Teal paradigm and the 12 organizations where it is manifested.
Margaret J. Wheatley and Myron Kellner-Rogers, A Simpler Way
(Berrett-Koehler, 1996): What organizations could be like if we sought
inspiration from life and nature, rather than thinking about them
as machines.
Ken Wilber, A Brief History of Everything (Shambhala, 1996): An introduction to the developmental stages of people and civilization.
More thought leadership on this topic:
strategy-business.com/strategy_and_leadership
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