The Road to Super Flat Organization #10: Business Management in Super Flat Organization
Dear readers of “The Road to Super Flat Organization.” Thank you so much for reading! Back number:The Road to Super Flat Organization #9: The Road to Non-territorial Office I found out that my friends did not press the “like” button, especially those who often tell me, “I read your blog!”...The Road to Super Flat Organization #9: The Road to Non-territorial Office
So far, I mostly talked about HR and organization. So this time, I will write about the changes in the office. Back number: The Road to Super Flat Organization #8: 360 Degree Open Evaluation From two floors office to a single floor Before we moved to our current office in Asakusabashi, ISAO (Colorkrew, at that time) office was in Yotsuya....The Road to Super Flat Organization #8: 360 Degree Open Evaluation
This time, I will talk about how we set our new evaluation system after the new coaching system. Back number: The Road to Super Flat Organization #7: the Birth of the Coaching System A problem in a general evaluation method Evaluation is a supervisor’s job. Many companies adopt this evaluation system....The Road to Super Flat Organization #7: The Birth of the Coaching System
This time, I will describe how we worked on the coaching system. The roles of a manager in the previous organization Last time, I wrote that we adopted an organization where managers are not there and replaced them with the project leaders as we decided in the management camp. Back number: The Road to Super Flat Organization #6: The Final Touch, Goodbye Departments!...The Road to Super Flat Organization #6: The Final Touch, Goodbye Departments!
To summarize the previous stories, ISAO(Currently, Colorkrew) started disclosing the information in 2012, and at the same time, gradually made the organization flat by reducing unnecessary report lines. The last article was about the moment when we were like, “Let’s get rid of all the positions and make the structure flat!...The Road to Super Flat Organization #5: The Moment Super Flat Organization Began
This series is going to continue for a little more. However, today I’ll talk about the exact moment of the dawn of Super Flat Organization. Unexpected Super Flat In the last article, “The Road to Super Flat Organization #4 : First Open or First Flat?,” I explained how we came to have the three layers: the top, department managers, and everyone....The Road to Super Flat Organization #4 : First Open or First Flat?
“With what should we start?” It is a FAQ from managers and leaders who want to install an “Open and Flat” ideology in their organizations. First, Open The conclusion is this: the importance of an “Open” culture is ten times more important than a flat organization, and it should be the first step to start....The Road to Super Flat Organization #3: Majority Vote Won't Change
Last time, I wrote about making things ready to explain why before actually making changes. The completion of Super Flat Organization needed drastic changes on the previous organization. This time, I’ll talk about how I made decisions and how I moved things forward. Why change? A company is a living thing....The Road to Super Flat Organization #2: Explaining "Why" Before the Change
In the last article, I explained that “making the company open” was crucial for Super Flat Organization. Back number: The Road to Super Flat Organization #1: Not a Goal, but a Result This time, I’ll talk about what to do before making an impactful reform and what we did in ISAO (Colorkrew at that time)....Revealing the Nakamura-Style Coaching!
The Definition of Coaching Coaching is defined as an action of a coach to draw ideas and thoughts from the target person (hereafter, a coachee) by repetition of asking questions instead of direct teaching. It is true that with regard to the cases of members who are relatively less experienced, such as new graduates, coaching shall be conducted along with teaching, but this time I will focus on coaching....Change or Die: Encouraging Challenges and Welcoming Failures
Easier Said Than Done With regard to one of ISAO Spirits, “Challenge What’s New Out There”, I think it is easier said than done. If you think “Making challenges is easy,” then you are too much talented, or you underestimate it too much. Why Making Challenges is Hard Then, let’s think about why making challenges is challenging....Against Vertical Structures That Destruct Your Company: A New Organization Theory for the Century
How Should We Build Up an Organization? “How should I improve our organization which doesn’t seem working well?” It is a question that troubles many managers and leaders. How about installing a “Teal Organization” structure that gets rid of hierarchical relationships and management? It seems to be on trend; although it seems very far from our current organization....Let’s Throw it Away: Authoritarianism Every Organization May Fall Into
What is authoritarianism and anti-authoritarian? Hi, this is Keiji Nakamura, the CEO of ISAO corp. I know this is sudden, but I am an ‘Anti-Authoritarian’. I, speaking from my experience of working in various organizations, personally believe authoritarian is not the right concept in work and am trying to create and work in teams without it....