In The Hidden Life of Trees, Peter Wohlleben writes about how trees communicate with each other — sharing nutrients and even warning each other of impending dangers. So at our Network Convergence, we had many conversations about how we could learn from each other’s networks, observe patterns, share what has worked and hasn’t worked. Christine Lai, who is a collaboration catalyst and connector for networks like Village Global, The Ready, and Delivering Happiness, likes to call this “mycelium.” Mycelium are fungal threads that form networks underground in order to pass on water and nutrients in a symbiotic relationship with trees and other green plants. How can we be mycelium, then, and distinguish the lifeblood of thriving networks and the practices that make a difference, in order to share them with and nourish our wider ecosystem?
Last month, our Head of People Claire shared the exciting news that we were going to offer the option of working a 9 day fortnight. With the new financial year on the horizon, everyone would be able to choose between receiving a pay rise, or having every other Friday off.
Edo is a design and technology consultancy in Bristol, UK, with a permanent staff of about 25. It’s always been a good place to work, with a healthy work/life balance. But we knew some of our approaches were informed more by how we thought things should be done than what we really needed.
There was too much process and hierarchy. Our journey has been influenced by Frederic Laloux and sites like Corporate Rebels. Less hierarchy, more autonomy, and greater wellness and purpose at work began to feel like the solutions we needed.
Read the rest at Corporate Rebels.
Enjoy the road because there is no finish line — there’s no end-point to a transformation. Jabi said there isn’t a single company that’s working 100% as they’d like it to in their portfolio, just as there isn’t a single traditional company out there in the world performing 100% as we’d like it to. To start this process is to embark on a lifelong journey of learning.
One of the most common tactics is doing what everyone else is doing, even if it is wrong. If your competitor introduces a new strategy, do the same – no matter how wrong-headed it might be. If another competitor starts a Total Quality Management initiative, follow suit. It’s often advisable to copy iconic companies such as Google – even if you are in an entirely different industry. If you call it ‘best practice’, you might be hailed as a genius. When it goes wrong, you can say: ‘Well, everyone got it wrong.’