By Puk Falkenberg, 04. February 2019
Most organizations are running like machines. They are effective. They are optimized. They run perfectly in a stable world where they can keep doing what they do best. But that’s not always enough. Lately we have seen big corporations create small “garage-hubs” in which they have created an entrepreneurial ‘safe space’.
In this space things are being done differently. The mindset is more agile. The purpose and the direction are clear and evolutionary. The culture is very much different from the mother-ships and corporate norms and behaviours. As are the way people organize themselves in these kind of hubs – and sure, the result is often this entrepreneurial safe space where people are more innovative.
When it could feel like you are a totally different organization, there is still some corporate procedures and processes you as a leader can’t ignore. Unless you are so fortuned to be given complete free rein (and if you are, then what are you doing here? Go save the world!) In this blogpost I’ll let you in on four areas where you as a leader to a garage-hub – or a teal dot – should remember when navigating in a corporate machine.
Being the leader of a teal dot
A teal dot is a small unit, team or even a department that work and act teal as described by Frederic Laloux in his book Reinventing Organizations. Within the definition teal is when an organization:
- have an evolutionary purpose and a feeling of contributing to changing the world,
- self-management teams that see themselves as a living entity and,
- an orientation towards realizing their full potential.
Just recently Erik wrote about how Pingala have created a teal organization in Dubai. The point is, that you can have units acting teal – so-called teal dots – in your organization, and as a leader of such a team, you need to be aware of how to navigate as a teal dot in an orange world (orange, which is also a reference to Frederic Laloux).