Over at How to Make Work Better, we publish what we know about the topic, freely available.

At its core, “How to Make Work Better” is a set of slides. summarising it all.  This page is the table of references and footnotes for each slide.

The slides are painstakingly hand-numbered, so numbers shouldn’t change as we add to or reorganise the deck.

Jump to 20 40 60 80 100 120 140

Our contact details are on page 110 below.

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Open

How to MWB: What is Open?

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Teal Unicorn are not alone in these results. There are thousands of organisations globally on the journey toward what we call Open. Some are well-known, like:

🏆 Haier. Thousands of micro-companies make up this whiteware giant.

🏆 Unilever. This giant has baked in agility. As a result they went from idea to market in 6 weeks in 7 formats in response to COVID. Also “Unilever is widely acknowledged as a leader in the shift to net positive… total shareholder return was close to 300%”

🏆 Roche pharmaceuticals adopts Agile across the company.

🏆 Mayekawa. A Japanese heavy industrial “holonic” company made up of hundreds of entities emulating an organic organism.

🏆 Michelin. Half a billion dollars’ worth of manufacturing improvements by pushing empowerment to the frontlines.

🏆 Anheuser-Busch . Another global giant with a culture of adaptability and customer centricity , responding quickly to COVID.

🏆 SpaceX vs Boeing. Their agility is whipping the old-school butt.

🏆 Volvo scaling Agile to the whole company, to make “computers on wheels”.

🏆 Buurtzorg. A Dutch self-managed home-care organisation with 14,000 employees and no conventional managers.

🏆 Corporate Rebels. As well as being one of the leading thought leaders in  this space, Corporate Rebels put their money where their mouths are, by buying and improving other organisations.  In October 2024, they announced the results of their first year with their first purchase, aerospace engineering company INDAERO, now a “bossless company”. 

🏆 Semco. A Brazilian manufacturer with profit sharing, employee-selected managers, and employee-set salaries. The CEO, Ricardo Semler, wrote the influential management book Maverick.

🏆 NUMMI is one of our favourite examples.  General Motors screwed the factory up, Toyota made it blossom. With the same people.

🏆 NUCOR Steel is a featured company in Humanocracy for empowerment of workers and their democratic management system.

🏆 Jim Whitehurst of Red Hat wrote the excellent book The Open Organization about their culture of meritocracy.

🏆 ING Bank transformed the whole bank to be agile.

🏆 WL Gore are one of the featured companies in Matt Parker’s excellent book A Radical Enterprise.

🏆 And, most famous of them all: Toyota has been leading the way for nearly a century. Today, their Toyota Flow System (TFS) takes them from Lean to Agile.

(For how not to do it, see Boeing, Nike, Starbucks, and Qantas.

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We can’t name the bank, though it’s well known within the Teal Tribe as to who they are.

We have now moved many of their divisions to the top of their internal rankings, and the bank won Vietnamese retail bank of the year.

And we changed lives.

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Our research

what we learned

the stories

our advice

Uníc the Unicorn is drawn by Mai Nguyễn.

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Open

How to MWB: What is Open?

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Every organisation – and person – finds their own way down a unique path. We don’t try to tell you what that path is. We describe the territory (e.g. these four levels), the areas to avoid, the best directions to go, and the easiest terrain to follow. Everyone spreads out on their own unique journeys. Put another way, Open isn’t describing one possible solution to reality, it is simply describing reality in a better way so you can find your way more successfully with less risk.
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Tom is drawn by Mai Nguyễn.
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triads

see Tribal Leadership, by Dave Logan and John King. and The Culture Game, by Dan Mezick.

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A little humour: Are we the baddies?

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Level Zero happens before your exec commitment. 

Level One prepares management.

Level Two explores the possible and builds consent for change.

Level Three “hacks the org”, changing how you manage all work.

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Teal Space see also page 85
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Obeya see also page 87-89

Or see our book Working Naked

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Consent see also p96
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Hack the org, see page 97
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big room planning see also page 85 and 86
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Our online posts about these methods, in general and in detail.

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Train managers in Open ideas, and Open Management.

 

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Invitational management

Inverted

Transparent

 

 

Open Management

And our book

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For Invitational management, see Inviting Leadership, Dan Mezick and Mark Sheffield

 

DEI: Diversity, Equity, Inclusion.

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Fair Process

Information radiator

Make work visible: see our book Working Naked

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Open Management

  • authority: distributed decision making
  • capability: skills, knowledge, tools…
  • capacity: headroom, time, prioritisation…
  • resources: authority to use money, people, facilities…
  • guidance: freedom needs policy to give direction, bounds, rules, and guidelines.
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core team: from our book The agile Manager:

an inner circle of passionate people will emerge who want to work together to make this happen. We call it a Crew, an informal Agile-sized team – 3 to 7 people – who provide the energy to “the machine”.

Take care of the people at the core of the advancement. They get passionate, they see everything to be done, and they get called on a lot. It is easy for them to get burned out .

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Strengths, Weaknesses, Opportunities, Threats SWOT

Principles: some examples of principles of Open Management

How to Pay See also page 103.

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Obeya 

Or see our book Working Naked

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See Obeya

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Value Stream Mapping

see also Value Stream Mapping, Karen Martin , Mike Osterling

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Kanban

  • our book Working Naked
  • Making Work Visible, Dominica DeGrandis
  • Essential Kanban Condensed, David J. Anderson, Andy Carmichael. Free download
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Headroom

Slack

Did you get the 1980s pop culture reference?

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Consensus: we all agree it is a good idea

Consent: we all agree to try it

See Decision Making

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We started writing about hacking the org in our book The agile Manager

We have learned more since then, and will update in the upcoming book provisionally titled the Open Executive Journey

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Those incremental steps are classic Agile way of working, and that graph is all about the J-Curve
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Overloading

Manage demand, because Work never ends

Limit WIP (Work In Progress)

Get management out of the way.

Get controls out of the way

Lean is a key part of Open thinking

Note: be careful of Lean

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A project is a wave in a product structure.

Why do we still need a project?

See Project to Product by Mik Kersten

Or #NoProjects by Hastie and Leybourn

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Lean, see page 98A.

The system “pulls” work if those doing the work decide when to start (and sometimes, what to start). The system pushes work if they don’t get to decide when to start something new.

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Pay the team

If you can’t measure it

You can manage what you can’t measure.

We shouldn’t measure humans

North Star is a profoundly silly idea

Goodhart’s Law: When a measurement becomes a goal🎯, it immediately is no longer a good measurement.

Balanced scorecard

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navigate forward, measure backward./su_spoiler]
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We are currently (2024) writing The Open Executive
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Teal Tribe is our term for our followers, clients, students, colleagues, and friends that we have the privilege to be in a community with.
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The early adopters are early on the bell-curve of time to adopt new ideas.

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Bubbles, see page 30-31

Triads, see page 39.

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machine, see page 82
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Hack the org, see page 97

“Team Tetris” is a term for reviewing the skills profile in your team to see if you have a complete coverage across the members. This is part of our Teal Shu-Ha-Ri technique for creating fluidity of roles.

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how we make a difference for our many clients, who consistently make work better, getting great results.

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Teal unicorn's logo for Open is a lotus flower

is our logo for Open.

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Teal unicorn's logo for Open is a lotus flower

is our logo for Open.

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The “teal eye” is generated by DALL-E. We don’t give it any one meaning.

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Team of Teams, Stanley McChrystal

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It’s late. Please Google them.

 

Humanocracy

Invitational management

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CCR: Collaborative Community Ritual

Scrum

Note that we don’t generally use Scrum. It is best suited to work that

  1. flows in factory fashion down a pipeline / production line
  2. can be executed in batches
  3. is stable and predictable for the duration of the Sprint

For most contexts, we much prefer the greater agility of Kanban.

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is our logo for Open. (lotus. open flower, Vietnam…)

is our logo for Open Work (open flower, cherry blossom…)

is our logo for Open Management (his name is Om).

It is also the logo for our TealGPT called Om

 

If you’re interested, the logo for The Open Executive looks like Om, only royal purple

No, she’s not called Toe, just “exec Om”.

We have a TealGPT for our internal use that speaks Vietnamese, so of course it is called VietOm

And we have a logo for the specialised Open IT

We think visual iconography is important.

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The Agile manifesto

The stars are Matariki

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Humanocracy

Humanocracy, Gary Hamel, Michele Zanini

“flourish” not “happy”

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Westrum said one the the easiest-observable symptomatic characteristics of organisational culture is the flow of information.

 

Work: how it flows and what work is happening.

Money: how the revenue and profit is going, what we spend money on, who gets paid what. Everything.

Capability: what skills  and resources do we need, what skills and resources do we have.

 

Our book Working Naked

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Bring the controls to the work

Automation: DevOps is an IT discipline, but it has much to teach about automation of flow of work. it has an Industrial DevOps subset for factory production lines. (Rob of Teal Unicorn is a global thought leader in DevOps.)

 

Image from the now-defunct canstockphoto.com

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Systems thinking and complexity is a huge field. Forget AI, this is your biggest learning challenge for the 21st Century.

Read How Complex Systems Fail, Dr Richard Cook
– a brief paper readable online, or you can find it as downloadable PDF.  Mandatory reading.

A good introduction to systems thinking is The Fifth Discipline, Peter Senge.

Also the small book Beyond Command and Control, John Seddon, 2019. Read at least the first half.

Thinking in Systems, Donella Meadows, is a good one too.

 

Image source unknown

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See our website

and our book S&T Happens.

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We saw the Stan McChrystal quote on p118.

Adaptability

Optimise for now

 

Image generated by DALL-E

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Submission: the system values people who submit to power.

Money: money is handed out at the the whim of those in power

JFDI = Just Do It

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Waterfall: work is heavily planned, in one-directional stages.

Money comes from two primary sources: annual opex budget allocation and one-off capex project funding.

Very collective and social in a rigid formal way.

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“Wagile” is a mocking term for pretending to be Agile while still really being waterfall. See also “waterscrumfall” and “fake Agile”.

Driven by Friedmanism (shareholder capitalism) and “greed is good”.

Very individualistic.  Lots of freedom.

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Money flows where and when it is needed. Open Funding

Servant manager allows teams to be self-organising.

 

Collective in a collaborative human way.

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Laloux says Teal is about

Self-organising. People work best in small autonomous teams with no one “in charge”. Work flows to the teams and people flow to the work. Staff have skills rather than roles. The organisational system works on peer relationships not hierarchies.

Wholeness. being true to ourselves, bringing our whole self to work (Maslow’s “self-actualisation”). We restore the unity between truth, goodness, and beauty.

Emergent purpose. The organisation is organic, it grows. We are driven by a purpose and direction that emerges from the organisation. (Laloux uses the word “Evolutionary”, but evolution is a complicated concept that often leads us astray when thinking about organisations, so we say “Emergent”).

In short, we put values over (creation of) value. We serve not the owners, not the customers, but the vision of the employees and their network and society. Everything else follows.

The triggers to the next stage are in a dotted surround with question marks because who knows?  We’ve never seen anything above teal, it’s all hypothetical.

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What we believe.

The term Alpha management comes from The Fall of the Alphas by Dana Ardi.

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Our website is a rich source of Open resources:

Make Work Better, the parent page for this guide.

And the related How to… guidebook.

Free downloads of articles, extracts, papers, and kits.

Our Reading list of dozens of great books.

Om, the TealGPT. It has read all our content. Ask it anything.

We offer training courses.

And more…

See also our YouTube channel.

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Learn more here

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On LinkedIn

Rob

Cherry

Or on our website.