In this issue, you will learn:

1. How to improve your company structure around 12 business flows

2. Preventing the cultural clash

3. Teal organizations as an umbrella for this

Reading time: 3 minutes.

12 Systems + 3 Roles

In the last issue, I talked about organizational structures and some of the problems that can happen with them.

I talked about how the world of management is changing from being focused on shareholders to being focused on customers and how customers need new features and updates often.

There are many examples of businesses that failed because they kept doing things the same way.

The book "Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness" is written by Frédéric Laloux and published in 2014. It lists the different paradigms of human organizations through the ages and proposes a new one: teal organization.

This knowledge is hard to learn in a traditional school setting. From the ideas of Frederic Taylor and Peter Drucker about management 2.0 to principles of management 3.0, MBA programs have a long way to go to catch up and improve.

One of the best ways to do this is to build your business around end-to-end business flows and systems that work with your business and operating model.

So, you will have a clear view of your customer and be able to create value for them.

Hence, avoiding the silo trap and focusing on your customers instead of your shareholders.

More information about the 12 business flows is in this thread:

Keeping in mind that we need to do this based on accountability, not authority or responsibility, if we want to succeed.

If you don't do this, the business flow champions and your functional managers will have a cultural clash.

In this thread, I explained the difference between the 3 roles:

Right now, a lot of businesses all over the world are doing this. I wish you luck! If you have any questions, I'd be happy to help.

How can I improve the Business Builder?

Hit reply and let me know!

- Luqman