Liberated companies

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The term Exempt Company (English Liberated Company , French Enterprise Libérée ), comes from the book Freedom, Inc. of Brian M. Carney and Isaac Getz . It describes an organization that uses the initiative of employees and their potential to take responsibility by treating employees as adults. Many companies tend to patronize their employees through traditional management techniques and thus de facto treat them as children.

Overview

The term "Liberated Company" was first mentioned by Isaac Getz in an academic article published in 2009, in which he defined it as "an organizational form that gives employees maximum freedom and responsibility". A 'liberated company' is not defined as an exact organizational model (e.g. hierarchical, network or self-organized), but rather allowing freedom and responsibility of employees in organizations through the function. This requires a senior manager ( Liberated Leader ) who creates an organizational space and keeps it open in which freedom, responsibility and personal initiative can flourish. The structures and practices of an exempt company cannot simply be transferred from one company to another. Nor is there a standardized path or "best" method to transform a company into an exempt company. Company leaders and employees embark on a development path together towards a liberated company that is unique in itself and never really ends.

Origin and influences

The following sources are frequently cited in connection with exempt companies seeking freedom and responsibility:

Since 1958 companies can be found worldwide that can be considered exempt companies. Pioneers like WL Gore & Associates, Avis (in the 1960's), USAA, Sun Hydraulics , Quad Graphics, the Richards Group, IDEO, Chaparral Steel, Harley Davidson, Vertex Inc., FAVI, SEW Usocome, Bretagne Atelier in France, SOL in Finland and Radica Games in China. These pioneers were mostly economically very successful, despite changing leadership in some cases. Even so, exempted companies remained a marginal phenomenon until 2010.

practice

Since 2010 there are more and more exempt companies, in many sizes and industries, such as B. in France Decathlon, Michelin ,. Airbus, Kiabi, and Poult Also non-profit organizations and public administrations, such as B. two Belgian ministries and some French municipalities, transformed into exempt companies., According to the Belgian business newspaper L'echo , 8% of companies explicitly or implicitly define themselves as an exempt company. In France and Belgium there are hundreds of entreprise libérée , which are widely reported in the press, on television and radio, and even in a comic book.

A list of companies, academics and executives generally associated with exempt companies can be found on the Corporate Rebels page.

Comparable approaches

A number of well-known executives have developed organizational ideas in the course of their careers that are very similar to liberated companies: Herb Kelleher at SouthWest Airlines (USA), Ricardo Semler at Semco (Brazil), Vineet Nayar at HCL Technologies (Inden), David Marquet as captain of a US Navy nuclear submarine, Michel Hervé with Groupe Hervé (France), Henry Stewart with Happy Ltd. (Great Britain), Jos de Blok at Buurtzorg Nederland , Gabe Newell at Valve (USA), Matt Perez at Nearsoft (USA).

Common misunderstandings

  • The "model" misunderstanding: Liberated companies are not a "blueprint" for a new form of organization or way of managing. It is a direction in which a company is developed, with similar principles, but with a variety of structures, practices and development paths.
  • The "cost-cutting" misunderstanding: Liberated companies need fewer managers, which lowers costs by distributing management work among the employees. These savings are helpful by-products in a company that strives to improve in many other dimensions, but also in many other dimensions (see John Kay's idea of ​​an oblique ("oblique") approach to goals [2] ).
  • The "self-exploitation" misunderstanding: Increased commitment and stronger identification with a company can lead to self-exploitation. In contrast, some exempt companies use targeted practices such as: B. fixed working hours.
  • The “ Holacracy ” Misconception: Holacracy is one possible form of an exempt company, but it is far from the most common. The criticism expressed at Holacracy in some places can therefore essentially not be transferred to exempted companies. Liberated company is not a company model, but rather an individual development path of a company.
  • The "Liberation Management" misunderstanding: The prominent management author wrote a book in 1992 called "Liberation Management". In terms of content, however, "Liberated Companies" have nothing to do with Tom Peters' approaches and were created independently. Peters also does not use the term "Liberated Companies" in his book. In his book, Peters focuses on organizational networks and knowledge management.

criticism

Some companies, such as Avis, Harley Davidson, FAVI and Radica Games, were exempted companies for a number of years before moving back to conventional, hierarchical ("command and control") companies. There is little stopping an owner or manager from restricting the freedom, independence and responsibility of employees again.

Related terms

bibliography

  • Getz, Isaac (2009) "Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted", California Management Review 51 (4), p. 32-58
  • Carney, Brian M. and Getz, Isaac (2016) "Freedom Inc. How Corporate Liberation unleashes employee potential and Business Performance", Somme Valley House, 2nd Edition
  • Thun, Frank (2020), "Liberated Companies: How to Create Vibrant Organizations in the Digital Age", BoD.

Other links

Individual evidence

  1. ^ A b Brian M. Carney, Isaac Getz: Freedom, Inc: How Corporate Liberation Unleashes Employee Potential and Business Performance 2016, ISBN 978-0-7867-5636-0 .
  2. ^ Getz Isaac: Liberating Leadership: How the initiative-freeing radical organizational has been successfully adopted . In: California Management Review . 51/4, 2009, pp. 32-58.
  3. ↑ a b Isaac GETZ: Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted ( en ), p. 34 (accessed on 10 May 2016).
  4. ↑ Isaac GETZ: Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted ( en ), p. 35 (accessed on 10 May 2016).
  5. ^ Teerlink Rich: Bill Gore's Formula for Failure . Retrieved May 11, 2016.
  6. ^ Getz Isaac: Isaac's article in "Leadership Excellence" . August 7, 2011. Retrieved May 14, 2016.
  7. ^ Organizational Culture: The Hidden Cost of "How" - Center for Creative Leadership . Retrieved May 11, 2016.
  8. ^ Brian's interview and Freedom Inc.'s review in "Leading Effectively" . April 3, 2010. Retrieved May 11, 2016.
  9. ↑ Max DePree: Leadership is an art . Doubleday, New York 1987, ISBN 0-385-26496-8 .
  10. ↑ DePree Max: The Leadership Quest: Three Things Necessary . In: Business Strategy Review . 4/1, 1993, pp. 69-74.
  11. ↑ Shipper, F., & Manz, CC: Employee self-management without formally designated teams: An alternative road to empowerment . In: Organizational Dynamics . 20, No. 3, 1992, pp. 48-61. doi : 10.1016 / 0090-2616 (92) 90024-H .
  12. ^ Gary Hamel: The Future of Management . Harvard Business School Publishing, 2007.
  13. ↑ Stan Richards: The Peaceable Kingdom . Wiley, 2001.
  14. ↑ Don Mankin & Susan G. Cohen: Business Without Boundaries . Josey Bass, 2004.
  15. ^ Frederic Laloux: Reinventing Organizations . Nelson Parker, 2014.
  16. ^ Adam Gale: Employee engagement: the French way . In: Management Today , January 24, 2017. 
  17. ^ Niels Pfläging: Why we cannot learn a damn thing from Semco, or Toyota . September 2015.
  18. ^ Hill Andrew: Power to the workers: Michelin's great experiment . Retrieved May 16, 2016.
  19. ^ Nassif Pierre: Le département A380 d'Airbus Saint-Nazaire se libère | Zevillage ( fr-fr ) April 10, 2017. Accessed April 10, 2017.
  20. ↑ Frederic Godart: Biscuits Poult SAS: How Can Alternative Organizational Designs Be Successful? . November 6, 2017.
  21. ^ Getz Isaac: What can 'liberated companies' teach HR? . Retrieved December 16, 2016.
  22. ↑ Fabri Laurent: La libération des entreprises est en marche ( FR-FR ) January 16, 2017. Accessed January 16, 2017.
  23. ^ Gale Adam: Employee engagement: The French way . Retrieved January 24, 2017.
  24. ^ Hill Andrew: Power to the workers: Michelin's great experiment . Retrieved May 16, 2016.
  25. ↑ Getz Isaac: Hierarchies are unnatural - it's time for a liberating revolution . February 25, 2017. Retrieved February 22, 2017.
  26. ↑ Vidéo: Le modèle traditionnel se fissure (fr-CH) . In: Play RTS . Retrieved April 5, 2017. 
  27. ↑ Envoyé special. Travail: tous bienveillants? ( FR-FR ) Retrieved August 24, 2016.
  28. ↑ Capital - Temps de travail, salaires, hiérarchie: faut-il tout casser? en replay - M6 . Retrieved November 15, 2015.
  29. ↑ Le bonheur au travail - ARTE ( fr-FR ) Retrieved on February 14, 2015.
  30. ^ Benoist Simmat Philippe Bercovici: Les Entreprises libérées - les arènes ( fr-FR ). Les Arènes, 19 October 2016.
  31. ↑ Corporate Rebels
  32. ↑ Marquet David: Turn the Ship Around !: A True Story of Turning Followers into Leaders . Penguin, 2012.
  33. ↑ Linda Ducret: Michel Hervé, Groupe Hervé - Un pionnier de la démocratie concertative au sein de l'entreprise ( fr-fr ) Retrieved May 11, 2016.
  34. ^ Kuiken Ben: The last manager ( en ). Uitgeverij Haystack, 2017.
  35. ^ Laloux Frederic: Reinventing Organizations . Nelson Parker, 2014.
  36. ↑ Chuck Blakeman: At Nearsoft, No Managers and Complete Freedom Create Responsibility, Not Anarchy. In: inc.com. November 17, 2015, accessed April 5, 2020 .
  37. ^ Brad Wieners: Ricardo Semler: Set Them Free . In: CIO Insight , April 1, 2004. 
  38. ^ Entreprise libérée et Holacracy: quelle différence? . October 2016.
  39. ↑ Muriel Jasor, [1] , Sept. 12, 2016
  40. ↑ Thomas Peters: Liberation Management: Necessary Disorganization for the Nanosecond Nineties . Knopf, New York 1992, ISBN 978-0-517-14471-8 .
  41. ↑ LIBERATION MANAGEMENT: KIRKUS REVIEW November 12, 1992.
  42. ^ Liberation management: review . 2nd November 1992.
  43. ↑ Peter Larson: Tom Peters: Charlatan or Genius? . In: Canadian Business Review . 20, 1993.
  44. ↑ Jon Talton: Peters calls for revolution . In: The Daily News , Jan. 3, 1993. 
  45. ↑ Mess Is The Message . In: Investors Chronicle , December 23, 1992. 
  46. ^ Tom Lloyd: Book Review - Benefits of going bonkers . In: Management Today , February 9, 1993. 
  47. ↑ Barry May: Failure, The Secret of Success . In: Reuters News , November 23, 1992. 
  48. ^ William C. Bogner: TOM PETERS ON THE REAL WORLD OF BUSINESS . In: Academy of Management Executive . 16, No. 1, February 2002, p. 42.
  49. ↑ Frank Thun: Liberated Companies: How to Create Vibrant Organizations In The Digital Age 2020.