Progressive Organizations

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Every year we hear about another novel approach to management: Holacracy, Teal, Sociocracy, and whatnot. Many proponents of these methods offer a view that their approach will become the mainstream, or even standard, way of managing organizations in foreseeable future. Should we embark on a journey of transforming our companies to one of these models? If so, which one is the way to go? In this presentation, we’ll look beyond technicalities of each method and define common themes and underlying patterns. These themes and patterns are what in the first place enabled emergence of new approaches to management. They are also what fuels the changes we experience in novel workplace. In that course of discussion we will dive into the concepts of autonomy, transparency and alignment. We will cover different contexts of leadership. We will explore how the end game of organizational design may look like. Only through understanding this bigger picture we are able to discern valuable parts from the snake oil. That, in turn, enables us to transform our organizations not by applying a method as a recipe but rather using it as inspiration to find the right approach in any given context. Ultimately, that’s what gives an organization an edge both in commercial context and, even more importantly, on a job market.

Leadership & Management

PROGRESSIVE ORGANIZATIONS
PAWEL BRODZINSKI

PROGRESSIVE ORGANIZATIONS MOVE AWAY
FROM THE TRADITIONAL MANAGEMENT
PARADIGM OF HIERARCHICAL POWER
DISTRIBUTION STRUCTURE AND REPLACE IT
WITH AUTONOMY BASED APPROACH.

“GOOD ENOUGH FOR NOW,
SAFE ENOUGH TO TRY”

RED
AMBER
ORANGE
GREEN
TEAL
ARMY
METAPHORE?
CONSENSUS-DRIVEN
DECISION MAKING?
INVESTMENT
BANK EXAMPLE?
INEVITABLE FUTURE
OF MANAGEMENT?

RED
AMBER
ORANGE
GREEN
TEAL
ARMY
METAPHORE?
INVESMENT
BANK EXAMPLE?
INEVITABLE FUTURE
OF MANAGEMENT?
CONSENSUS-DRIVEN
DECISION MAKING?
A LINEAR
MODEL?

SELF-MANAGEMENT
WHOLENESS
EVOLUTIONARY PURPOSE

POSITION IS
PRIVILEDGED
KNOWLEDGE IS
PRIVILEDGED
ACTION IS
PRIVILEDGED

BUREAUCRACY
MERITOCRACY
ADHOCRACY
COEXISTENCE OF THE MODELS

IN THE TIMES OF ACCELERATING CHANGE
ORGANIZATIONS NEED TO ENABLE ACTION
AND AUTONOMY TO STAY CREATIVE AND
COMPETITVE.

TO ENABLE LOWER
ORGANIZATIONAL LEVELS TO MAKE
DECISIONS, WE NEED TO GIVE THEM
AUTHORITY, INFORMATION, AND
PRACTICE. WITHOUT PRACTICE AND
THE FREEDOM TO FAIL UPON
OCCASION, THEY WILL NOT TAKE
CONTROL OF THESE DECISIONS.
DON REINERTSEN
Source: Don Reinertsen: Principles of Product Development Flow

THESE ARE THE TWO PILLARS THAT
SUPPORT THE IDEA OF GIVING
CONTROL: THE TECHNICAL
COMPETENCE AND THE
ORGANIZATIONAL CLARITY.
DAVID MARQUET
Source: David Marquet: Turn the Ship Around!

IF YOU WANT YOUR PEOPLE TO
THINK DON’T GIVE INSTRUCTIONS,
GIVE INTENT.
DAVID MARQUET
Source: David Marquet: Turn the Ship Around!

RATHER THAN A PLAN, A STRATEGY
IS A FRAMEWORK FOR DECISION
MAKING. IT IS AN ORIGINAL CHOICE
ABOUT DIRECTION, WHICH ENABLES
SUBSEQUENT CHOICES ABOUT
ACTION.
STEPHEN BUNGAY
Source: Stephen Bungay: The Art of Action

AUTONOMY, TRANSPARENCY AND
ALIGNMENT ARE CRUCIAL TRAITS OF
AN ORGANIZATION THAT IS NOT DRIVEN
IN A TOP-DOWN MANNER
BY A PERSON IN POWER

COMMAND
LEADERSHIP MANAGEMENT
Source: Stephen Bungay: The Executive’s Trinity

COMMAND
INTELLECTUAL
LEADERSHIP
EMOTIONAL
MANAGEMENT
TECHNICAL
Source: Stephen Bungay: The Executive’s Trinity

COMMAND
INTELLECTUAL
AUTHORITY
SETTING DIRECTION
LEADERSHIP
EMOTIONAL
GETTING PEOPLE
TO ACHIEVE
OBJECTIVES
MANAGEMENT
TECHNICAL
CONTROLLING
ORGANIZING
Source: Stephen Bungay: The Executive’s Trinity

STRATEGY
ALIGNMENT
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL

STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL

STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

STRATEGY
ALIGNMENT
EMERGENT PURPOSE
STRATEGY AGREED COLLECTIVELY
EVERYDAY
ACTIONS
AUTONOMY
ROLES OVER POSITIONS
EMERGENT
LEADERSHIP
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

STRATEGY
ALIGNMENT
STRATEGY AGREED COLLECTIVELY
EMPLOYEE SHARES
PROFIT SHARING
EVERYDAY
ACTIONS
AUTONOMY
ROLES OVER POSITIONS
EMERGENT
LEADERSHIP
SYSTEM
DESIGN
DECENTRALIZATION
OF CONTROL
DECSION MAKING
PROCESS
OPEN SALARIES

FOR THE FIRST TIME SINCE THE
INDUSTRIAL REVOLUTION YOU CAN
NOT BUILD A COMPANY THAT’S FIT
FOR THE FUTURE WITHOUT BUILDING
ONE THAT’S FIT FOR HUMAN BEINGS.
GARY HAMEL
Source: Gary Hamel: The Future of Management

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For years I was telling you how awesome self-organization and autonomy are in the context of organizational design. Well, I lied. Let me share a story about a company that has been a poster child of self-organization and autonomy, bringing them to the extreme and building its organizational culture around them. Everything was as rosy as you might have expected if you'd read books about progressive organizations. That is until it wasn't. The engagement fell flat on its face. The atmosphere nosedived. Attrition crept in. Self-organization, vast autonomy, and radically decentralized control became as much a solution to address the old problems, addressing vastly outdated management principles, as a source of a ton of new friction. We'll look at what went wrong and why. We'll make a sobering realization that making our organizations “fit for the future,” as some management thought-leaders propose, is much harder than it looks on paper. It is a failure story. And a personal one, as I'm going to talk about the company, I've spent almost a decade with – Lunar Logic.

Self-organization: The Good, The bad and the Ugly

Pawel Brodzinski

Recently we get more and more aware of how privilege in society works and how it affects opportunities available to different groups. What we miss out is that a similar power dynamic is in play in the modern workplace. Decision-making power and position in the hierarchy are privileges and they influence how organizations act. Not only does it make companies unprepared for the challenges of the evolving world but also reluctant to change in order to get ready for these challenges. To change the status quo we need to rethink the management models we use in the modern workplace. Interestingly, we know the solution, except we were using it to cure a different disease. Self-organization has been widely adopted in order to improve the performance of our teams. So far, though, we failed to exploit its potential to create the workplace that is more humane, fairer, and most importantly better fit for the future.

Power as Privilege

Pawel Brodzinski

Let me say something obvious. Estimating is hard. So how come that we at Lunar Logic barely remember times when it was an issue? The standard approach to estimation is based on expert guesses. This means that subconsciously we make ourselves vulnerable to cognitive biases which render our estimates too optimistic and unreliable. That neither is fun for development teams nor provides much value to clients. We can employ a different strategy. Instead of relying on vulnerable human memory we use the actual historical data and run statistical simulations to produce a forecast. Not only is the outcome significantly better than what expert guess provides but also it requires less work from development teams. We will share a story how our approach to estimation at Lunar Logic evolved from a common scenario to what we call statistical forecasting. We’ll share the theory behind, show how we do it and present some real data to back up the story. After all, once we understand why estimation is hard we can easily improve how we do it.

Statistical Forecasting: Estimation Made Easy

Pawel Brodzinski

We often connect leadership with management. It is a common misconception. On one level – self-organizing teams – we find it rather easy to accept that these are in fact independent concepts. We want the whole team to show leadership and take responsibility for their commitments within the constraints defined by a project, a hierarchy and a method. The same pattern, however, can go way further than that. What would happen if we adopted the same paradigm when designing the whole organization, not just a team? The No Management theme is used to label different approaches that refuse to use traditional management paradigms. While the stories differ one of the common parts is emergence of leadership across organizations on all levels. At the same time I don’t consider No Management a destination. It’s more of a journey and as such it can be used to drive leadership in all sorts of organizations. I will share the story of Lunar Logic, where we evolved from a traditional organization to pretty radical approach where almost everyone is a leader and there’s no formal hierarchy. Some of the ideas are easily applicable on a team level, some require more positional power. All of them are inspiring. It’s not just a story though. I will cover elements of systems thinking, organizational culture, anthropology and psychology that are building blocks that enable such stories to happen in a repeatable manner. Do you want to be a part of one? Join me at this session.

Road to No Mangement

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Where Would You Like to Work?

Pawel Brodzinski

All the work in our organizations revolves around teams. Teams are a basic unit of structure and thus are ubiquitous. What does differentiate amazing teams from mediocre ones? W. Edwards Deming famously said that "a bad system will defeat a good person every time." By that token the way our teams are organized and the constraints within which they exist are crucial factors behind quality of teams. Let's challenge some of the commonly accepted patterns. High degree of autonomy doesn't turn into anarchy but rather help to keep intrinsic motivation high. Participatory leadership means that every team member is a leader yet it doesn't mean competition. Decisions making process has nothing to do with power structures. Culture is paramount and it goes ahead of technical skills. Collaboration is ultimately the factor the whole team optimizes their work for. These are beautiful teams. Not only are they beautiful but also highly effective, rapidly learning and sustainable.

Beautiful Teams

Pawel Brodzinski

I often hear complaints that we don’t have enough great leaders in our organizations. If, as Jerry Weinberg points, leadership is a process of creating an environment where people become empowered let’s focus on how we create and evolve environments we work at. One issue is the system. W. Edwards Deming famously said that a bad system will defeat a good person every time. Then we should discuss how we build our teams and how it contributes to our goals. Finally, we have organizational culture that is blood of every company and influence all behaviors. All these bits are inseparably interconnected thus if we want to create an environment where leadership thrives we need to take all of them into account. Let’s take a look at how these ideas may be applied in practice. In Lunar Logic eventually but inevitably everyone becomes a leader. We simply pay attention to how the organization is designed in a broader context. That’s the story I will share. After all, there's no shortage of leaders, only a shortage of companies that let leadership emerge.

The Leadership Gap

Pawel Brodzinski

If, as Jerry Weinberg points, leadership is a process of creating an environment where people become empowered let’s focus on how we create and evolve environments we work at. One thing is how we build our teams. If we focus only on technical skills we won’t cover the leadership gap. Another issue is the system. As W. Edwards Deming famously said, a bad system will defeat a good person every time. If we hire great people but put them in highly constrained environment they won’t thrive. Lastly, we have an organizational culture, which is a steering force behind everyday leadership acts or lack of them. It is also one of the main reasons why many transformations fail. I will show how all these areas are inseparably interconnected and how we need to change all three to evolve toward participatory leadership. The end result is that every team member overtakes a role of a leader dynamically, depending on the context. Research on collective intelligence shows how flawed our recruitment approaches are. Experience of system thinkers suggests how much potential is hidden in improving the system. Finally, an organizational culture is what adds meaning to our actions thus is a crucial enabler of change of our behaviors. These are building blocks of the participatory leadership approach. This isn’t just a theory. In Lunar Logic we’ve put this theory into practice. You will learn our story along with why we believe it works. Even though some of the ideas shared during the session may sound counter-intuitive or even radical we are the living proof that it can be done.

People, System, Culture: Where Leadership Thrives

Pawel Brodzinski

The more failed projects and the more underperforming teams I see the more I am convinced that we focus on the wrong things. Neither technical excellence or even a great team is enough to build sustainable organization that delivers and keep its clients happy. The bit we keep forgetting about is organizational culture. The soul of every organization that heavily affects everything that is happening around. It’s not a surprise. For something as intangible there is no recipe, thus evolving organizational culture is never a sure shot. Bear with me when we explore how to tame this fuzzy beast. You may learn why some of your efforts were failing or how to be a better leader or that it’s time to move on and find a new job. Most of all you will understand one more layer of a complex environment we call a workplace

Culture: The Forgotten Bit

Pawel Brodzinski

Building Teams Pecha Kucha

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One of areas of constant struggle for many organizations is managing portfolio. Too many concurrent endeavors, commitments made without available capabilities, lack of discussion about expected value and cost of delay, disconnection between portfolio management and work organization on team level, constant expediting, highly insufficient or inaccurate information... If any of these sounds familiar it indicates common issues on portfolio level. Interestingly enough, in these areas improvements are rare and traditional models surprisingly prevalent even in organizations that adopt agility across development teams. At the same time very frequently low-hanging fruits can be harvested at PMO level after introducing fairly simple improvements. In this session I will describe how Portfolio Kanban can be used to steer evolution not only at PMO level but across an organization and show how it can be orchestrated with introduction of Lean and Agile on team level.

Fixing Portfolio Management

Pawel Brodzinski

Let’s talk for a while about how we build our teams. Best technical talent that we can find. Good engineering practices. Craftsmanship. Aren’t we full of that stuff? Oh yes, we are. Surprisingly enough that’s exactly the problem. Last time I checked building software has been a team sport. So the question is: what does make a team effective? Once the question is answered we may want to rethink the ways we build our teams.

Building Teams: We Got It All Wrong

Pawel Brodzinski

What pictures do we have in our minds when we think about effective software development? Code quality, continuous integration, pair programming or what have you. While I’m a big fan of all of them I would challenge the concept that this is the only, or the most important, area which developers should focus on. Building software is a collective effort of people working in different roles and this should always be a starting point to a discussion about effectiveness. The missing piece may be software craftsmanship but it may also be handful of dull chores that few would fancy doing. How can we tell? What should we use as guidance? And, at the end of the day, how to build software effectively?

Effective Teams

Pawel Brodzinski

Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo. For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them. I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level. Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability. After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?

Portfolio Kanban

Pawel Brodzinski

When we think about improving effectiveness we often focus on team level. The sources of ineffectiveness, however, are often rooted on a different level - in project portfolio. Too many concurrent projects, little knowledge about available capabilities and lack of discussion on cost and value often result in a situation where main decision factor is a gut feeling. Common approaches to solve the problem are heavy-weight and strongly formalized. On the other hand Portfolio Kanban is a low-friction method that allows tackling the issue steering change at PMO level. As with every Kanban implementation there is little, if any, changes at the very beginning and changes are steered in evolutionary manner. The picture isn’t rosy though. As long as you can say that there are standard approaches to introducing Kanban on a team level, there are no for portfolio level. As long as the method itself is easy to operate, its implementation is going to be anything but obvious and simple.

Portfolio Kanban - Low-Friction Method to Improve Organization's Effectiveness

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Efficient or Just Busy?

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Beyond WIP Limits (Lean Kanban Tour Edition)

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With only a few principles which Kanban prescribes it can’t be treated as a method which directly shows how to organize a team or the way it works. What more, it is advised to start Kanban implementation without changing the process which is currently in place. How Kanban catalyzes improvements then? Basing on examples from different teams the presentation shows patterns of emergent properties – best practices and process improvements which are introduced with no direct management action. As these behaviors are emergent not only are they adjusted to local specifics but also there’s little resistance against them. This mechanism makes Kanban, despite the method’s simplicity, a great tool to foster improvements.

Kanban Improvements

Pawel Brodzinski

Kanban is more and more popular approach among teams working on building software. At the same time it is probably the most light-weight approach which is applicable in such cases. What exactly Kanban is? How does it work? When, where and why it is worth to adopt it? The session describes basic rules of Kanban and explains when the method, or its elements, is worth applying in software development teams. Comparisons to both: formal approaches and agile methods, with special focus on Scrum, help to understand Kanban specifics and learn when it might be a suitable option for teams.

Kanban

Pawel Brodzinski

Kanban is considered very light-weight yet very effective method helping teams to organize their work and make their flow effective but most importantly to foster continuous improvement. Cost of introducing Kanban is very low and usually first effects of its implementation show up pretty quickly. However it doesn't mean that Kanban will survive in any environment. The method has some weak spots, which a team should take care of, otherwise there can be little value of introducing it. Addressing potential issues related to Kanban implementation is as crucial to its success as knowing its strengths. It is also very important to plan for those risks so a team can get much value out of introducing them method. The presentation discusses a number of different Kanban weak spots, showing their negative effects and advising how they can be avoided which helps teams to make improvements fostered by Kanban sustainable. Both: problems and solutions are based on real-life stories of teams facing issues connected with adopting Kanban.

Kanban Weak Spots

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Progressive Organizations

1. PROGRESSIVE ORGANIZATIONS PAWEL BRODZINSKI

2. BRODZINSKI.COM @PAWELBRODZINSKI

4. PROGRESSIVE ORGANIZATIONS MOVE AWAY FROM THE TRADITIONAL MANAGEMENT PARADIGM OF HIERARCHICAL POWER DISTRIBUTION STRUCTURE AND REPLACE IT WITH AUTONOMY BASED APPROACH.

5. BRIAN ROBERTSON: HOLACRACY

6. HOLACRACY

7. HOLACRACY

8. HOLACRACY

9. HOLACRACY BOUNDED AUTONOMY

10. JAMES PRIEST: SOCIOCRACY 3.0

11.

12.

13. “GOOD ENOUGH FOR NOW, SAFE ENOUGH TO TRY”

14. FREDERIC LALOUX: TEAL ORGANIZATIONS

15. RED AMBER ORANGE GREEN TEAL

16. RED AMBER ORANGE GREEN TEAL ARMY METAPHORE? CONSENSUS-DRIVEN DECISION MAKING? INVESTMENT BANK EXAMPLE? INEVITABLE FUTURE OF MANAGEMENT?

17. RED AMBER ORANGE GREEN TEAL ARMY METAPHORE? INVESMENT BANK EXAMPLE? INEVITABLE FUTURE OF MANAGEMENT? CONSENSUS-DRIVEN DECISION MAKING? A LINEAR MODEL?

18. SELF-MANAGEMENT WHOLENESS EVOLUTIONARY PURPOSE

19. JULIAN BIRKINSHAW: FAST/FORWARD

20. BUREAUCRACY MERITOCRACY ADHOCRACY

21. POSITION IS PRIVILEDGED KNOWLEDGE IS PRIVILEDGED ACTION IS PRIVILEDGED

22. BUREAUCRACY MERITOCRACY ADHOCRACY COEXISTENCE OF THE MODELS

23. IN THE TIMES OF ACCELERATING CHANGE ORGANIZATIONS NEED TO ENABLE ACTION AND AUTONOMY TO STAY CREATIVE AND COMPETITVE.

24. DON REINERTSEN: FLOW

25. TO ENABLE LOWER ORGANIZATIONAL LEVELS TO MAKE DECISIONS, WE NEED TO GIVE THEM AUTHORITY, INFORMATION, AND PRACTICE. WITHOUT PRACTICE AND THE FREEDOM TO FAIL UPON OCCASION, THEY WILL NOT TAKE CONTROL OF THESE DECISIONS. DON REINERTSEN Source: Don Reinertsen: Principles of Product Development Flow

26. DAVID MARQUET: TURN THE SHIP AROUND!

27. THESE ARE THE TWO PILLARS THAT SUPPORT THE IDEA OF GIVING CONTROL: THE TECHNICAL COMPETENCE AND THE ORGANIZATIONAL CLARITY. DAVID MARQUET Source: David Marquet: Turn the Ship Around!

28. IF YOU WANT YOUR PEOPLE TO THINK DON’T GIVE INSTRUCTIONS, GIVE INTENT. DAVID MARQUET Source: David Marquet: Turn the Ship Around!

29. STEPHEN BUNGAY: THE ART OF ACTION

30. RATHER THAN A PLAN, A STRATEGY IS A FRAMEWORK FOR DECISION MAKING. IT IS AN ORIGINAL CHOICE ABOUT DIRECTION, WHICH ENABLES SUBSEQUENT CHOICES ABOUT ACTION. STEPHEN BUNGAY Source: Stephen Bungay: The Art of Action

31. AUTONOMY, TRANSPARENCY AND ALIGNMENT ARE CRUCIAL TRAITS OF AN ORGANIZATION THAT IS NOT DRIVEN IN A TOP-DOWN MANNER BY A PERSON IN POWER

32. COMMAND LEADERSHIP MANAGEMENT Source: Stephen Bungay: The Executive’s Trinity

33. COMMAND INTELLECTUAL LEADERSHIP EMOTIONAL MANAGEMENT TECHNICAL Source: Stephen Bungay: The Executive’s Trinity

34. COMMAND INTELLECTUAL AUTHORITY SETTING DIRECTION LEADERSHIP EMOTIONAL GETTING PEOPLE TO ACHIEVE OBJECTIVES MANAGEMENT TECHNICAL CONTROLLING ORGANIZING Source: Stephen Bungay: The Executive’s Trinity

35. COMMAND INTELLECTUAL AUTHORITY SETTING DIRECTION LEADERSHIP EMOTIONAL GETTING PEOPLE TO ACHIEVE OBJECTIVES MANAGEMENT TECHNICAL CONTROLLING ORGANIZING

36. STRATEGY EVERYDAY ACTIONS SYSTEM DESIGN

37. STRATEGY ALIGNMENT EVERYDAY ACTIONS AUTONOMY SYSTEM DESIGN DECENTRALIZATION OF CONTROL

38.

39. STRATEGY ALIGNMENT EMERGENT PURPOSE STRATEGY AGREED COLLECTIVELY EVERYDAY ACTIONS AUTONOMY SYSTEM DESIGN DECENTRALIZATION OF CONTROL

40. STRATEGY ALIGNMENT EMERGENT PURPOSE STRATEGY AGREED COLLECTIVELY EVERYDAY ACTIONS AUTONOMY SYSTEM DESIGN DECENTRALIZATION OF CONTROL DECSION MAKING PROCESS OPEN SALARIES

41. STRATEGY ALIGNMENT EMERGENT PURPOSE STRATEGY AGREED COLLECTIVELY EVERYDAY ACTIONS AUTONOMY ROLES OVER POSITIONS EMERGENT LEADERSHIP SYSTEM DESIGN DECENTRALIZATION OF CONTROL DECSION MAKING PROCESS OPEN SALARIES

42. STRATEGY ALIGNMENT STRATEGY AGREED COLLECTIVELY EMPLOYEE SHARES PROFIT SHARING EVERYDAY ACTIONS AUTONOMY ROLES OVER POSITIONS EMERGENT LEADERSHIP SYSTEM DESIGN DECENTRALIZATION OF CONTROL DECSION MAKING PROCESS OPEN SALARIES

43.

44. GARY HAMEL: THE FUTURE OF MANAGEMENT

45. FOR THE FIRST TIME SINCE THE INDUSTRIAL REVOLUTION YOU CAN NOT BUILD A COMPANY THAT’S FIT FOR THE FUTURE WITHOUT BUILDING ONE THAT’S FIT FOR HUMAN BEINGS. GARY HAMEL Source: Gary Hamel: The Future of Management

46. THANK YOU PAWEL BRODZINSKI

Progressive Organizations

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