F lalu discovering the organizations of the future read online. Frederick Lalu. Discovering the organizations of the future. Limitations of modern organizational models

This book is well complemented by:

From good to great

Why some companies make breakthroughs and others don't

Jim Collins

Great by choice

Jim Collins, Morten Hansen

Corporate Lifecycle Management

Itzhak Adizes

Managing change

How to effectively manage change in society, business and personal life

Itzhak Adizes

Reinventing Organizations

A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Frederic Lalu

Discovering the Organizations of the Future

"Mann, Ivanov and Ferber"

Information

from the publisher

Scientific editor Evgeny Golub

Published with permission from Frederic Laloux and Johannes Terwitte

Published in Russian for the first time

Lalu, Frederick

Discovering the organizations of the future / Frederic Lalu; per. from English. V. Kulyabina; [scient. ed. E. Golub]. - M. : Mann, Ivanov and Ferber, 2016.

ISBN 978-5-00057-786-8

Modern management skills are hopelessly outdated. The traditional recipes offered by organizational development books turn out to be part of the problem, not the solution. The author of this book, based on many years of in-depth research, tells what will be the organizations of the future, built on completely different principles - integral, self-managed and evolutionary. It shows how such companies develop - both from scratch and evolving from existing organizations.

This is a book for business owners, executives, coaches, consultants, students and anyone interested in management and organizational development.

No part of this book may be reproduced in any form without the written permission of the copyright holders.

Legal support of the publishing house is provided by law firm Vegas Lex.

Science editor's preface

I bought Frederic Lalu's book Reinventing Organizations a little over a year ago. Downloaded to Kindle and went to the airport. The plane took off, and I leisurely began to read, not expecting any revelations from the author. After two hours, I realized that I would do everything in my power to get this book published in Russian.

For twenty years I have climbed the winding career ladder of the largest international companies. The rules of a business visit will forever remain in my memory. sales representative and a list of values Mars. My immunity to corporate mythology has been tempered by my five years on the board of directors at Danone. I know hundreds of successful corporate managers from the world's most innovative companies. We've devoured tankers of coffee comparing our experiences, and this experience, alas, paints the same bleak picture.

Corporations put potential candidates through an elaborate selection process that takes weeks and months. Huge amounts of money are spent on training promising employees. As a result, these talented and well-trained people will spend most of their time simulating meaningful activities. The vast intellectual resource of nations is now busy inventing reasons why sales targets are not met (or exceeded). The geniuses of combinatorics advocate brilliant versions of budgets, fit only for virtuoso splurge in the eyes of shareholders. Born leaders expend megawatts of charisma to get their teams to believe in the reach and necessity of obvious nonsense.

Frederic Laloux

Reinventing Organizations

A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Scientific editor Evgeny Golub

Published with permission from Frederic Laloux and Johannes Terwitte

Legal support for the publishing house is provided by Vegas Lex law firm.

This book is well complemented by:

Why some companies make breakthroughs and others don't

Jim Collins

Jim Collins, Morten Hansen

Itzhak Adizes

How to effectively manage change in society, business and personal life

Itzhak Adizes

Science editor's preface

For twenty years I have climbed the winding career ladder of the largest international companies. The rules of a business visit by a sales representative and the list of values of the Mars company will forever remain in my memory. My immunity to corporate mythology has been tempered by my five years on the board of directors at Danone. I know hundreds of successful corporate managers from the world's most innovative companies. We've devoured tankers of coffee comparing our experiences, and this experience, alas, paints the same bleak picture.

Are we doomed to humbly accept this everyday mockery of common sense? How long will consumers pay for a performance in this theater of the absurd? After all, is there really no other way to organize the large-scale production and distribution of necessary goods and services?

Many researchers undertook to answer these damned questions. The books on organizational culture that I have come across so far have mostly fallen into two conventional genres:

Science fiction - a description of the structure of the "correct" corporation and a collection of magic recipes for turning any company into a "correct" one;

Satire is a mocking description of the hopelessness of life in a corporation, plus a set of myths about how to find yourself in downshifting, startup or freelancing.

In practice, magic recipes, instead of the desired increase in the "involvement" of employees, only increase the degree of their cynicism, and the authors of satirical essays offer nothing but bile.

The book you now hold in your hands belongs to a completely different genre. This is a practical guide to creating organizations of the future - organizations fed by the inexhaustible creative energy of a Human being engaged in labor filled with Meaning.

After for long years working as a McKinsey consultant, Frédéric Laloux decided to get serious about finding and systematically studying alternative ways company management. For three years, with all the thoroughness of a professional consultant, he studied examples of outstanding organizations of our time, analyzing their development from the standpoint of existing theories of the evolution of organizational culture.

As a result painstaking work Lalu, like a natural scientist, discovered the new kind organizations. He compares these organizations with “aliens from other worlds”, their culture and principles are so different from what we are used to. Over the past decades, these aliens have begun to quietly appear on different continents in a variety of industries: from engineering and food production to medical care and school education. They have managed to not only succeed in what has become Meaning for employees and founders, they achieve incredible results where, it would seem, nothing can be improved.

The founders of the organizations studied in the book did not know each other. However, their views and values surprisingly coincide and can be presented as a special type of worldview. Frederic details how this worldview transforms the way we know how to manage. From a detailed description of everyday management practices and organizational processes, it becomes clear what to enter the next round organizational development impossible with declarations of values. Magic works only if you have managed to grow into full height human dignity. You can't pretend to be "different", but you can become.

The author of the book calls the special worldview of the founders Turquoise organizations main ingredient for success. These organizations, like good messengers from our future, are encouraging: humanity is able to overcome the threatening contradiction between the desperate need of modern man for Meaning and that ersatz of meanings that the dominant control systems based on the fears of the oppressed ego can offer.

This book was published on English language in early 2014 as a PDF file on the website www.reinventingorganizations.com, which Frederick made up on his own. Since then, thanks to the efforts of thousands of grateful readers, it has been published in many languages and has become one of the most discussed books on organizational culture worldwide.

I am proud to have helped expedite the publication of this book in Russian, and I believe that Frederic will be able to inspire you as he inspired me.

Evgeny Golub

Introduction

Formation of a new organizational model

Nothing can be changed by fighting the existing reality. To change something, create a new model that will make the existing one hopelessly obsolete.

Richard Buckminster Fuller

In 350 BC. e. the great Greek philosopher and scientist Aristotle, in one of his fundamental works, stated that women have fewer teeth than men. Today we know very well that this is nonsense. But for almost two thousand years the Western world considered this statement to be an unshakable truth, until one fine day someone was visited by a frankly revolutionary thought: let's count!

The author of the book "Discovering the Organizations of the Future" Frederic Lalu is a real discovery of our time. His activity successfully storms several directions at once: he is able to find an approach to each person, helping to overcome difficulties on the way to professional and life goals. A talented coach successfully copes with the role of a specialist who gives valuable advice. But its feature is the ability to state all this using a text format.

Reading this book is quite simple. Frédéric Laloux addressed the book "Discovering the Organizations of the Future" primarily to those whose work is connected with the construction, organization and subsequent development of management. Professional activity must be built ideally, because, having your own enterprise or organization, you need to build a management scheme that will never fail. This is especially true in the 21st century, when technology has taken such a big step in its development that it has opened up to mankind a huge treasure with previously unknown possibilities. Ways and methods of work that have proven themselves in the past require modernization, the engine of progress does not stand still and in order to keep up with it, it is necessary to create an organization's work structure based on various innovative technologies.

Frédéric Laloux was one of the first to understand that introducing something new is not a rebellion against stability, but a way to improve it. In his book Discovering the Organizations of the Future, he explains how easy it is to make a few necessary steps to experience how work in an organization is changing in better side with the last word in production management. Reading the creation of a brilliant author is very pleasant, because the information received answers many questions.

Discovering the Organizations of the Future is divided into three phases. The first part of the work will take you on a short historical journey, revealing the secrets of some patterns that made it possible to create an organizational model. Before the reader, this stage of formation will show itself in all its glory.

The tour concludes with the third part, which outlines the essential conditions for success in the workplace, and also shows the potential result based on the implementation of changes.

On our literary website, you can download Frederic Lalu's book "Discovering the Organizations of the Future" (Fragment) in formats suitable for different devices - epub, fb2, txt, rtf. Do you like to read books and always follow the release of new products? We have a large selection of books of various genres: classics, modern science fiction, literature on psychology and children's editions. In addition, we offer interesting and informative articles for beginner writers and all those who want to learn how to write beautifully. Each of our visitors will be able to find something useful and exciting.

Current page: 1 (total book has 34 pages) [accessible reading excerpt: 7 pages]

This book is well complemented by:

From good to great

Why some companies make breakthroughs and others don't

Jim Collins

Great by choice

Jim Collins, Morten Hansen

Corporate Lifecycle Management

Itzhak Adizes

Managing change

How to effectively manage change in society, business and personal life

Itzhak Adizes

Reinventing Organizations

A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Frederic Lalu

Discovering the Organizations of the Future

"Mann, Ivanov and Ferber"

Information

from the publisher

Scientific editor Evgeny Golub

Published with permission from Frederic Laloux and Johannes Terwitte

Published in Russian for the first time

Lalu, Frederick

Discovering the organizations of the future / Frederic Lalu; per. from English. V. Kulyabina; [scient. ed. E. Golub]. - M. : Mann, Ivanov and Ferber, 2016.

ISBN 978-5-00057-786-8

This is a book for business owners, executives, coaches, consultants, students and anyone interested in management and organizational development.

No part of this book may be reproduced in any form without the written permission of the copyright holders.

Legal support for the publishing house is provided by Vegas Lex law firm.

Science editor's preface

Many researchers undertook to answer these damned questions. The books on organizational culture that I have come across so far have mostly fallen into two conventional genres:

science fiction - a description of the structure of the "correct" corporation and a collection of magic recipes for turning any company into a "correct" one;

satire - a mocking description of the hopelessness of life in a corporation, plus a set of myths about how to find yourself in downshifting, startup or freelancing.

In practice, magic recipes, instead of the desired increase in the "involvement" of employees, only increase the degree of their cynicism, and the authors of satirical essays offer nothing but bile.

After many years as a McKinsey consultant, Frédéric Laloux decided to get serious about finding and systematically exploring alternative ways to manage companies. For three years, with all the thoroughness of a professional consultant, he studied examples of outstanding organizations of our time, analyzing their development from the standpoint of existing theories of the evolution of organizational culture.

As a result of painstaking work, Lalu, like a natural scientist, discovered a new kind of organization. He compares these organizations with “aliens from other worlds”, their culture and principles are so different from what we are used to. Over the past decades, these aliens have begun to quietly appear on different continents in a variety of industries: from engineering and food production to medical care and school education. They have managed to not only succeed in what has become Meaning for employees and founders, they achieve incredible results where, it would seem, nothing can be improved.

The founders of the organizations studied in the book did not know each other. However, their views and values surprisingly coincide and can be presented as a special type of worldview. Frederic details how this worldview transforms the way we know how to manage. From a detailed description of everyday management practices and organizational processes, it becomes clear that it is impossible to enter the next round of organizational development with the help of declarations of values. Magic works only if you have managed to grow into the full height of human dignity. You can't pretend to be "different", but you can become.

The author of the book calls the special worldview of the founders of the Turquoise organizations the main component of success. These organizations, like good messengers from our future, are encouraging: humanity is able to overcome the threatening contradiction between the desperate need of modern man for Meaning and that ersatz of meanings that the dominant control systems based on the fears of the oppressed ego can offer.

This book was published in English in early 2014 as a PDF file on the website www.reinventingorganizations.com, which Frederick made up on his own. Since then, thanks to the efforts of thousands of grateful readers, it has been published in many languages and has become one of the most talked about books on organizational culture around the world.

I am proud to have helped expedite the publication of this book in Russian, and I believe that Frederic will be able to inspire you as he inspired me.

Evgeny Golub

Introduction

Formation of a new organizational model

Nothing can be changed by fighting the existing reality. To change something, create a new model that will make the existing one hopelessly obsolete.

Richard Buckminster Fuller

In 350 BC. e. The great Greek philosopher and scientist Aristotle, in one of his fundamental works, stated that women have fewer teeth than men1. Today we know very well that this is nonsense. But for almost two thousand years the Western world considered this statement to be an unshakable truth, until one fine day someone was visited by a frankly revolutionary thought: let's count!

The scientific method of hypothesizing and then testing is so deeply rooted in modern thinking that it's hard for us to imagine how anyone could trust authority to such an extent and not test it. Weren't people in the past as intelligent as we are now? However, before we strictly condemn our ancestors, let us ask ourselves the question: will future generations not make fun of us in the same way? Haven't we also been captured by a simplified approach to understanding the world?

There is every reason to believe that this is so. For example, let me ask a simple question: how many m O zgov in a person? I guess the answer is: one (or, suspecting a trick, you will say - two, meaning the right and left hemisphere). According to the available data, the correct answer is three. First, of course, a large brain, but secondly, a small brain in the heart, and thirdly, another one in the digestive tract. The last two are much smaller2 than the first, but nevertheless they are completely autonomous systems.

And here the most interesting begins. The brain in the heart and the brain in the gut are relatively recent discoveries, although surveillance technologies have been able to detect them much earlier. All you need to see them is a corpse, a knife and a simple microscope. Actually, the brain in the digestive system was discovered quite a long time ago, in the 1860s, by the German physician Auerbach. The discovery was further confirmed by two of his English colleagues Bayliss and Starling. And then something out of the ordinary happened: in medical circles, for some reason, they forgot about the brain in the intestine. He disappeared from sight for a century! And it was rediscovered only in the late 1990s. American neurogastroenterologist Michael Gershon.

How could this be forgotten in medical circles? I believe this is due to the peculiarities of the modern worldview: in a hierarchical picture of the world, only one brain can control everything. Likewise, there should be only one boss at the head of any organization. In everyday life, the expressions “understand with the heart” and “feel with the gut” have long been used. But it is impossible to imagine the coordinated work of three autonomous O zgov, based on the need for hierarchy in the world. And it may not be a coincidence that the other two brains were (re)discovered just as the Internet became the dominant force in our lives. The age of the Internet has accelerated the emergence new painting world in which distributed control is provided instead of a top-down hierarchy. Having accepted such a picture of the world, we will also accept the idea that we have not one brain, but several, and all work together.

It is difficult for us to understand how people in the Middle Ages could believe Aristotle's claims that women have fewer teeth than men. At the same time, we ourselves can become hostages of our own ideas - just like our ancestors. Modern scientists have not looked into the microscope because "only one brain is possible"; in the same way, Galileo's contemporaries refused to look through a telescope, because it is inconceivable that our God-created planet would not be the center of the universe.

The limitations of modern organizational models

The subject of my research is organizations and teamwork rather than medicine and astronomy. But the essence of the question does not fundamentally change: is it possible that our ideas about organizations are limited to the current worldview? Can we create a more productive, more meaningful, more human process of working together if we just change our mindset?

The question is rather strange. It can be perceived as a manifestation of ingratitude towards what has already been achieved. For thousands and thousands of years, people lived on the brink of starvation, in fear of epidemics, in the full power of drought and even the common cold. And then, for no apparent reason, in two centuries we gained unprecedented wealth and previously unattainable life expectancy. Exceptional progress has occurred not as a result of the efforts of individuals, but as a result of the joint work of people in organizations.

Large and small business of the West in the conditions market economy created previously unthinkable wealth, and is now lifting millions of people out of poverty in India, China, Africa, everywhere in the world. We have built incredibly complex supply chains that increasingly connect everyone to everyone and thereby strengthen peace among peoples better than any political mechanism.

A dense network of organizations - research centers, pharmaceutical companies, hospitals, medical schools, health insurance companies - weaves into a very complex healthcare system, unimaginable a hundred years ago. Over the past century, thanks to this extensive network, life expectancy in the United States has increased by almost 20 years. Child mortality has been reduced by 90% and maternal mortality by 99%. Such eternal scourges of the human race as polio, leprosy, smallpox and tuberculosis, even in the poorest countries of the world, for the most part, are found only in history books.

In education network educational institutions– primary and secondary schools, colleges, graduate schools and graduate schools – has given millions of children and young people an education that was once the privilege of a few. Never before in the history of mankind have there been free government systems learning available to every child. The highest level of universal literacy today taken for granted is without precedent in history.

Recent decades non-profit organizations around the world are creating jobs at an accelerating pace, far ahead in this direction commercial enterprises. An increasing number of people are giving their time, energy and money to what is important to them personally and to the world.

The modern principle of organization has caused the sensational progress of mankind in less than two centuries - one moment in the history of the development of our species. None of the latest achievements in the history of mankind would be possible without organizations as forms of cooperation. However, now many feel that the current method of management has practically exhausted itself. We are becoming more and more disillusioned with the way modern organizations work and function. Numerous surveys consistently show that for those who work at the foot of the pyramid, work is more often associated with oppressive fear and dull routine than with a thirst for creativity and meaningfulness. The Dilbert comics have become a significant cultural phenomenon and can tell a lot about how far organizations go to make collective work something pathetic and pointless.

And this applies not only to the foot of the pyramid. There's a shameful secret that I've discovered in fifteen years as a consultant and coach to executives: life at the top of the pyramid is hardly more fulfilling. Behind the beautiful facade and the bravado of the leaders of powerful corporations lies the same silent suffering. Often feverish activity is an unsuccessful attempt to hide deep inner disappointment. Muscle-flexing, intrigue, and intra-corporate strife eventually take their toll on everyone. Organizations most often become arenas for the struggle of our "egos", indifferent to the deepest aspirations of humanity.

Intuitively, we feel that management is outdated. We see that its traditions and established order look ridiculous in the 21st century. Therefore, from the dense characters of the Dilbert comics or episodes from the TV series The Office, we immediately cringe.

Gary Hamel

Those who work in government agencies and non-profit organizations are also often unenthusiastic about their work. Even those who work by vocation are not immune from disappointment. Teachers, doctors and nurses are abandoning their calling en masse. Our schools, unfortunately, are for the most part soulless machines where students and teachers go for the sake of appearances. And we have turned hospitals into cold, bureaucratic institutions, where doctors and nurses are deprived of the opportunity to show their heartfelt concern for patients.

The current ways of dealing with organizations' current problems often exacerbate rather than solve them. Most organizations, blazing intricate ways of material incentives, go through many rounds of reorganization, centralization and decentralization, through the introduction of new information technologies, the proclamation of new tasks and new systems key indicators. But the impression that existing way management has practically exhausted itself, is increasing, and all traditional recipes often turn out to be part of the problem, not its solution.

We strive for something more, for fundamentally new and better ways organizing collaboration. But is this really possible or is it a pipe dream? If organizations in which the potential of an employee will be fully revealed can still be created, then what should they look like? How to breathe life into them? These are the questions at the heart of this book.

For me, they are of not only theoretical, but also quite practical interest. More and more people are striving to create organizations based on humanity. The catch is that we do not quite understand how to do this. Many of us no longer need to be convinced of the urgent need to renew companies, businesses, schools and hospitals. All we need is faith that this is possible and answers to very specific questions. The hierarchical pyramid is already perceived as something outdated, but what can replace it? How to make decisions? It's good to have everyone involved in making important decisions, not just the bosses, but won't that lead to chaos? How to deal with promotions and promotions wages? Is it possible to solve these issues without intrigues and politicking? How do you run meetings in a way that is productive and uplifts the participants? How can we ensure that in meetings we speak sincerely, and not only guided by selfish motives? How can we be guided by the most important purpose in everything we do, and at the same time not give free rein to the cynicism that often permeates the pompous programs of many companies? We don't need some grand concept of a new kind of organization. We need concrete answers to the many questions that arise.

The greatest danger in times of instability is not instability itself, but actions in accordance with the logic of yesterday.

Peter Drucker

Such a practical approach does not at all prevent taking into account possible global social and environmental consequences. Planet Earth is no longer capable of sustaining the way we do business. Our organizations are to a large extent responsible for the attrition natural resources, destruction of ecosystems, climate change, merciless exploitation of water resources and invaluable topsoil. We play dangerous and adventurous games with the future, hoping that with the help of new technologies we can heal the wounds that modernity continues to inflict on the planet. Economic model, focused on unbridled growth with limited resources, is fraught with disaster.

The current financial crisis may be just one of the first shocks that herald the coming powerful earthquake. It is no exaggeration to say that the very survival of many species, ecosystems and all of humanity depends on our ability to climb higher high form consciousness, so that, having learned to cooperate on a new level, we begin to improve our relations with the outside world and reduce the harm we have already caused.

The Evolution of Organizations in Historical Perspective (Part I)

Einstein owns the assertion that no problem can be solved at the level of consciousness at which it arises. Perhaps we need to reach a new level of consciousness, come to a new worldview, in order to reinvent the principles of organizing the joint work of people. For some, the idea that society can change the worldview and create a fundamentally new type of organization with the help of a new worldview will seem ridiculous. Nevertheless, in the history of mankind, everything happened just like that, and today there are all signs that another change in the way of thinking, as well as in the organizational model, is just around the corner.

Many scientists, including psychologists, philosophers and anthropologists, have analyzed the development of human consciousness. They found that in the entire history of mankind, which is approximately 100 thousand years old, we have successively passed through a series of stages. At each, we made a grand leap forward in the ability to deal with the outside world - in terms of knowledge, morality and psychology. But there is one important aspect that researchers have so far overlooked: every time humanity has risen to a new level, it has invented new way cooperation, a new model of organization.

The first part of the book will discuss how the consciousness of mankind has evolved and how at each stage we have invented new organizational models (these successively replacing each other models are relevant to this day, so the proposed historical overview will help to understand the various types of modern organizations and the essence of today's organization). controversy about the principles of governance).

Specialists in the field of developmental psychology have a lot to tell about the next stage in the development of human consciousness, the transition to which has just begun. At this stage, we curb selfishness and begin the search for more original, healthy and holistic forms of being. Judging by the experience of past generations, as we ascend to the next level of consciousness, we will develop an appropriate model of organization.

Practice: What Innovators Can Teach (Part II)

The second part of the book describes in detail how organizations that have already ascended to the next level operate in practice. It often happens: the future is not just close - it is already manifesting in the present. For two years I have been studying innovative organizations that rely heavily on a new organizational model for the next stage of human development. The questions that I tried to answer in the course of the study are as follows:

What do organizations created at a new stage in the development of human consciousness look like and what impression do they make? Is it possible now to describe in detail their organizational structure, working methods, internal processes and culture (in other words, to comprehend the organizational model) to help those who are working to create similar organizations?

When I started looking for a new type of organization, I didn't know what to expect. After all, the field of study loomed very vaguely. Will I find compelling examples? Will I have to deal with tiny organizations with too short a history to make any meaningful results impossible? It seemed to me that in any case strict selection criteria were necessary, otherwise the value of the conclusions was doubtful. As objects of study, I decided to consider organizations anywhere in the world, in any sector of the economy (commercial and non-commercial, educational, medical, government), in which there are at least 100 employees 3 and which have at least five years experience work within organizational structure, as well as working methods, internal processes and culture that are largely consistent with the characteristics of the new stage of development.

My fears turned out to be unfounded. The twelve organizations I studied (see review in chapter 2.1) far exceeded the limits. Many have been working in accordance with revolutionary principles for 30-40 years, and not with a handful of employees, but with a staff of several hundred, or even thousands of workers.

Another surprise: I expected to find examples of organizations of the future, mostly in service delivery - health and education, where people follow their calling and where a noble goal helps to overcome their own selfishness. I'm glad to admit that I was wrong. The innovators included both commercial and non-profit organizations. Retailers came into my field of vision, manufacturing enterprises, one power utility, a food manufacturer, and a school and hospital group.

I was also surprised to find that these organizations are not even aware of each other's existence. If we can find pioneers, I thought, they will certainly exchange ideas and experiences, knowing that they are not alone. On the contrary, they were usually delighted to learn that they were not the only ones to question traditional management practices. A playful thought occurred to me: all these organizations are like peace-loving aliens from old TV series. They have been living among us for a long time, endowed with supernatural abilities, but not identified by anyone and completely isolated from each other. Perhaps their time has already come; perhaps we are finally ready to see them for what they are - not friendly, but clumsy eccentrics, but genuine innovators, forward detachments from our common future.

The analysis of these organizations includes two sets of questions (see the list in Appendix 1). The first block deals with 45 working methods and internal processes that are commonly discussed in organizational studies. These include:

key end-to-end organizational processes such as strategy, marketing, sales, operations, budgeting and control;

the main processes in the field of personnel management, including recruitment, training, certification, remuneration;

essential day-to-day work routines, such as meetings, organizing information flows and workspaces.

For each of the 45 categories, I tried to find out in the course of my research how the day-to-day working methods of pioneers differed—or did not differ—from conventional ones. My approach was intentionally all-encompassing. Given the novelty of the topic, I have paid attention without any prejudice to the full range of structural characteristics, working methods and culture that are commonly considered in the study of organizations. I relied on publicly available materials, internal documents, interviews, and site visits.

Attention, spoiler

Each of the pioneering organizations I have studied is amazing in its own right and deserves a book of its own. But above all, I was interested in whether this study something b O more than a collection of practical examples. Are there any patterns and common features that indicate the presence of a new, internally balanced model? Can pioneers be considered not just inspirations, but a model for those who are determined to create new, more human organizations?

The organizations that will be discussed in this book are like aliens from old television series. Unidentified, they live among us despite their supernatural abilities.

The answer, of course, is positive. These pioneer organizations knew nothing about each other and experimented on their own. They work in completely different industries and regions. Some employ hundreds, others tens of thousands of employees. Despite the differences, all of them - after much trial and error - have developed remarkably similar forms and methods of work. I could not help but rejoice at my discovery: this means that an internally balanced organizational model is taking shape and it can be described in detail. These are not theoretical calculations, not a utopian idea, but a concrete way of managing organizations from the height of a more perfect level of consciousness. If we admit that human evolution is inherently directed, then we get something exceptional: we have before us a prototype of the future of all organizations, a prototype of the future labor activity as such.

I am writing these lines with full awareness that today this phenomenon is just beginning to manifest itself. I do not claim that my book offers an exhaustive, complete description of the future organizational model. Over time, as more companies begin to experiment in this area, as more researchers begin to study this phenomenon from different angles, as society as a whole evolves, the picture will undoubtedly become more vivid and tangible. But what I can say with certainty is that we already have a blueprint for organizing the future that is more productive, driven by a clear purpose, filled with meaning, and bringing employees much more job satisfaction. Leaders who want to create a new type of organization do not have to start from scratch. They will be able to draw inspiration from the very specific examples in the second part of the book, which sets out the principles organizational forms, working methods and culture, ensuring the viability of a new type of organizational associations.

Prerequisites (Part III)

In the course of research for the book, interesting information was obtained about how fundamentally new organizations are born (see Appendix 1, second set of questions). What conditions are necessary for the new model to work at full capacity? If you are planning to create such an organization and want to abandon the old model from the very beginning, what can you learn from the innovators who have already done so? And if you lead a traditionally operating organization, large or small, what is the best way to start the transition to a new relationship paradigm and how to captivate colleagues on a new path? The third part of the book is devoted to these and other questions.

If we really want to deal with the most acute problems modern times, we will need a new type of organization: enterprises driven by bright meanings, more human schools, more productive non-profit organizations. Anyone who breaks the mold and undertakes something new is sure to meet with resistance, he is called an idealist or a fool. Anthropologist Margaret Mead once said, “There should never be any doubt that a few dedicated people can change the world. This has always been the case in history." If you are one of the innovators, if you feel called to create organizations that are fundamentally more human, filled with meaning and the joy of productive work, then this book, I hope, will give you confidence that this is possible. Let her serve practical guide on your way. I have no doubt that the world is ready to receive you.

Modern business literature can be conditionally divided into three categories: retelling of outdated foreign books and textbooks, fantasies of domestic authors on the topic of business, and relevant business literature for professionals. Frédéric Laloux's book Discovering the Organizations of the Future falls into the third category. Such a book can be classified as a reference book for modern businessmen, business coaches and consultants, recruiters and coaches, that is, all those who influence business processes in an organization and set the main directions of organizational development. Frederic Laloux offers the reader fundamentally new approach to the development of the organization, which will allow in the future to form an innovative company with a lot of competitive advantages.

The book is written as a manual for managers different levels, ranging from ordinary managers to "tops", and consists of three parts. In the first part, the author conducts a detailed analysis of the process of evolution of organizational development systems and the paradigm associated with it.

In the second part, the reader is invited to apply all his experience to solve real cases, and then find out. how companies solved this or that problem, what guided them and what results they achieved. Thus, this book teaches new form systems thinking, which will allow you to form a new vision of the situation in the company and will provide an opportunity to develop more effective strategy and tactics in managing organizational change.

In the third part, the author gives a scheme for analyzing the existing organizational system, which allows you to audit business processes and identify weak spots organizations. It also proposes methods for transforming old management forms into more modern and efficient ones, ways to bring organizations out of crisis without using outdated principles of classical anti-crisis management, and shows a model of a self-improving organization as the optimal form of a modern firm.