1. Lack of Employee Buy-In
2. Disconnect from Reality
3. Limited Innovation
4. Reduced Employee Engagement
5. Resistance to Change
6. Lack of Adaptability
7. Erosion of Trust
8. Inequality and Hierarchical Structures
9. One-Size-Fits-All Approach
10. Cultural Mismatch
11. High Turnover

A culture that emerges organically from the collective values, beliefs, and behaviors of the workforce is more likely to be embraced, enduring, and aligned with the organization’s objectives.

New company structures? Experiences to follow with interest:

• How Medium Is Building a New Kind of Company with No Managers
• Introducing Open Salaries at Buffer: Our Transparent Formula{target="_blank"}
• Zappos is going holacratic: no job titles, no managers, no hierarchy{target="_blank"}

Total email transparency:

• Email transparency{target="_blank"} at Stripe
  • 1 year update about scaling email transparency{target="_blank"}
• How we handle team emails at our startup: Defaulting to transparency{target="_blank"} , by Buffer’s founder Joel Gascoigne

Relevant literature about the subject:

• The Connected Company, by Dave Gray , Thomas van der Wal
• Maverick! The Success Story Behind the World’s Most Unusual Workplace{target="_blank"} , by Ricardo Semler

(…) in 1980 when Ricardo was 21 years old. On his first day as CEO, Ricardo Semler fired sixty percent of all top managers.

Cooperation vs. Collaboration

The cycling pelaton is a classic example of cooperation (as opposed to everybody’s favourite, collaboration). The members of the pelaton do not have a shared objective: each member wants a different person to finish first. Nonetheless, they individuals have a better chance of succeeding if they work with the group – even with a group of competitors – than they would working on their own. And (note) they do not work as a team (despite what this post says) even though they share thre workload, communicate proactively, and engage with each other. They work as a murmuration. Nobody is in charge of a pelaton, membership is fluid and dynamic, and each exchange (of position, say) is negotiated individually.

(via The Organization as a Cycling Peloton ~ Stephen’s Web )