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While insurmountable organizational hierarchies are declining, we must ask ourselves: “What is our organizational objective, and which ways will help us to achieve it?” As we strive to increase the ability to react to market dynamics by self-organization and decentralization, how can we also increase employee well-being and the democratization of work? How can we connect the wide use of knowledge in ways that lead to efficient and effective decisions? How should we design decision making processes to best incorporate the expertise of many but remain efficient? How can this be supported by adequate leadership structures? How can we transform our organizations into groups of organizing individuals, from which we obtain benefits not only in economic, but also in social and societal terms? How can we design better organizational structures and processes to create better organizations?

Methodologies such as Lean, Agile and Scrum are employed complementary to Holacracy, Design Thinking, and other contemporary paradigms to meet increasing demands for agility. What started in manufacturing and product development is entering the world of business development and strategy. Organizations are turning toward iterative and incremental approaches in an attempt to cope with rapidly increasing complexity and technological advancement. However, the underlying values, mindsets and prerequisites for new forms of organizing are vastly different than their traditional counterparts. In order to transition and safely navigate the waves of change in future market environments, the leaders of teams and organizations must rethink their assumptions.

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