“Draw the art you want to see, start the business you want to run, play the music you want to hear, write the books you want to read, build the products you want to use, do the work you want to see done.” Austin Kleon

Reinventing Workplaces

@punttim. UnSplash.


A Fundamental Power Shift

One rule-set for everyone.

Imagine if your organization had one “rule book” that everyone referred to, including the CEO. Holacracy is not a set of aspirational principles — it offers a concrete, actionable rule-set.

The rules won’t tell you how to structure your organization. They provide a framework that helps you customize the specific processes you need for your business.

Source: Holacracy

The Buurtzorg Model of care.

Self-management, continuity, building trusting relationships, and building networks in the neighbourhood are all important and logical principles for the teams.

Source: Buurtzorg

This model came out in the aged and assisted care space. The Buurtzorg model of care. The Buurtzorg model starts from the client perspective and works outwards to assemble solutions that bring independence and improved quality of life.

Self-managing teams

Self-managing teams have professional freedom with responsibility. A team of 12 work in a neighbourhood, taking care of people needing support as well managing the team’s work. A new team will find its own office in the neighbourhood, spend time introducing themselves to the local community and getting to know GPs and therapists and other professionals.  The team decide how they organise the work, share responsibilities and make decisions, through word of mouth and referrals the team build-up a caseload.

Reinventing Organisations

Frederic Laloux’s Reinventing Organizations is considered by many to be the most influential management book of this decade. It has inspired thousands of organizations throughout the world to take a radical leap and adopt a whole different set of management principles and practices. 

​It’s also a word-of-mouth phenomenon, propelled by a deeply caring and generous community of readers. Self-published with no PR, it has already sold 600.000 copies and has been translated in numerous languages. 

uLab @ MIT

We live in a time of disruptive change. How to activate our capacity to lean into the emerging future may well be the most important leadership challenge of our time. How do you cultivate curiosity, compassion and courage in the face of prejudice, anger and fear?

This course is an introduction to a method called Theory U, developed at MIT, for leading such change in business, government, and civil society contexts worldwide. u.lab will guide you in applying Theory U to an issue that matters to you. You will do so with fellow change makers locally and around the world. Join us as we co-pioneer new approaches to today’s most important social and environmental challenges.

edx Course: uLab @ MIT


Creating a fundamental shift in the way we work and organize in the 21st Century.

Everyone and everything is connected.

The world has become one giant network where instantly accessible and shareable information rewrites the future as quickly as it can be understood. Fueled by relentless technological innovation, this accelerating connectivity has created an ever increasing rate of change. As a result, the future is becoming increasingly difficult to predict.

Meanwhile, most organizations still rely on a way of working designed over 100 years ago for the challenges and opportunities of the industrial age. Team structures support routine and static jobs. Siloed, command and control systems enable senior leadership to drive efficiency and predictability at the expense of free information flow, rapid learning, and adaptability.

Today people are looking for organizations that have a purpose broader than just making money. Rather than viewing profit as the primary goal of an organization, progressive leaders see profit as a byproduct of success. They aim to do well by doing good. A clear and visionary purpose brings together stunning talent, committed shareholders, partners, and communities.

Circumstances and markets change rapidly as information flows faster. Now the people with the best insight and decision-making ability are often people closest to the customers, on the front line, or even ‘outside’ the typical organizational boundaries. Rather than controlling through process and hierarchy, you achieve better results by inspiring and empowering people at the edges to pursue the work as they see fit – strategically, structurally, and tactically.


TEAL Organisations



Psychologists talk about a shift from a deficit to a strength-based paradigm. Slowly, this shift is making profound inroads in different fields, from management to education, from psychology to health care — starting with the premise that, as human beings, we are not problems waiting to be solved, but potential waiting to unfold.

Building on strengths

When we set goals for our life that are disconnected from our deeper selfhood, when we wear other people’s faces, we don’t stand in the strength of our selfhood. Inevitably we will find ourselves lacking and invest much energy in trying to overcome our weaknesses, or in blaming ourselves or others for not being who we think we ought to be.

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