Response to both

Question:

Colorado State UniversityGlobal Campus, Google, Netflix, Amazon, Adobe, Panera Bread, Vanguard, Bosch, and many other organizations strive to be agile organizations. Please address the following topics based on your personal experiences with an organization (either one of those named above or another organization that purports to be an agile organization). First, profile the organization (describe the organization, the industry the organization exists within, and any other information that contributes to defining the organization). Then, from a personal perspective, describe your experience(s) with the organization.

From your point of view and using relevant research explain:

1. Why or why not you believe that the organization embodies the organizational cultural characteristics of an agile organization in general.
2. How the organization aligns with the Laloux Culture Model.
3. If the organization’s Laloux model’s cultural level supports agile management or not (Zeyn, n.d.)?

My answer:

Agility is actively sought by many top organizations, regardless of the industries, including technology, entertainment, retail, finance, manufacturing, and education. They are in rapidly changing industries that require innovation, quick adaptation and customer-focus to remain successful.

Personally, in my 2023 marketing internship with one of these leading streaming and content creation firms in the entertainment sector, I witnessed a highly collaborative environment. The teams (cross-functional) worked with high independence and were able to make decisions swiftly and improve through repetitive, frequent feedback, which was building a feeling of trust and empowerment.

In my opinion, such organizations tend to reflect the main cultural features of agile organizations. Agile organizations focus on flexibility, empowerment of workers, speed of iteration, and responsiveness to change (Zeyn, 2016). In such instances, cultures tend to focus on talent density, lack of bureaucracy and openness, enabling the teams to shift rapidly based on the market or technological changes, which closely aligns with agile concepts of flexibility and self-organization.

These organizations generally fit the Green stage of the Laloux Culture Model, which prioritizes shared values, balance among stakeholders, empowerment, and focus on engagement and consensus (as part of the family) (Laloux, 2014). They are very Green, with great staff participation, professional cultures, and attempts to balance customer, employee, and partner demand, and sometimes show some new Teal indicators, such as increased self-management and less traditional hierarchies.

This cultural orientation of Green-Teal greatly helps agile management. According to Zeyn (2016), agile and lean approaches can flourish in Green settings because of values-based interaction and empowerment, which allow self-organization and co-operating without strict Orange-style command hierarchies. They also become more natural in Teal-leaning contexts, although certain formal agile rituals might develop or become redundant. Altogether, this cultural stage enables the long term innovation and agility that characterize truly agile organizations.

References

Laloux, F. (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Nelson Parker.

Need a response to this: 100 words:

Do you have any examples (from personal experiences or research) of teal organizations? I am a tenured professor, and in general, I would describe the organizational culture of my subunit as a teal organization.

Need a response to James:

The Supreme Court has struck down some of Donald Trump’s most sweeping global tariffs, upending one of the White House’s top policy priorities and injecting new uncertainty into global trade.

In a 6-3 decision, the justices in America’s highest court said the law Trump used to impose some of his most significant tariffs did not authorise him to do so.

The ruling opens the door to potentially billions of dollars in tariff refunds, delivering a major victory to the small businesses and states that had challenged the measures.

The Trump administration had contended that the duties were justified under a law empowering the president to respond to national emergencies.

But lawyers for the challenging states and private firms said that the law used by the president to impose the levies made no mention of the word “tariffs”.

They argued that Congress did not intend to hand off its power to tax or give the president an “open-ended power to junk” other existing trade deals and tariff rules.

In his opinion, Chief Justice John Roberts sided with that view.

“When Congress has delegated its tariff powers, it has done so in explicit terms and subject to strict limits,” he wrote.

“Had Congress intended to convey the distinct and extraordinary power to impose tariffs, it would have done so expressly, as it consistently has in other tariff statutes.”