Most of us recognise the initial eager, enthusiasm and dedication when we starting a new job. And unfortunately, most of us also recognize becoming disappointed, demotivated and eventually disengaged. Have we not had enough of politics, infighting and bureaucracy, endless meetings, analysis paralysis, ignoring problems, silos and power games and lack of authenticity? Could there be a different blueprint for the way in which we run our organisations? One that enables us to actually fulfil our human potential, based on authenticity, community, passion, and purpose?
In his ground-breaking research, Frederic Laloux shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. Through several case examples, of pioneering organisations have come up with entirely new organisational methods, while unaware of each other’s existence. One of these pioneering organisations is the Italian software development company Mondora1
The Case of Mondora
We are excited to share that Francesco Mondora, co-founder of Mondora, will join us for Impact Days and take us on a journey to a completely different way of running a business. One that is based on happiness and purpose.
Are you curious to understand how Mondora:
- … is centered around people and purposes, without dedicated functions or job titles
- … has no managers and is self-organised, with the help of digital collaboration tools
- … has no commercial sales targets, no sales team, but has grown over the past years
- … has no set work hours and teams decide themselves how to distribute bonusses amongst each other
Join us for Impact Days on April 2 & 3 and attend Francesco’s deep dive session.
*Impact Days is an invitation-only event for private investors who want to leave a positive footprint on this earth. Request an invitation through firstname.lastname@example.org.
1: The Mondora case has been added to the Italian version of Frederic Laloux’ book ‘Reinventing Organisations’.