1. Comeleon Conference 2019, Croatia
Terme Tuheij, 24.10.2019
@NielsPflaeging @RedForty2
#BetaCodex
How to unleash company-wide agility & self-organization
for lasting high performance. Anywhere. Very fast.

3. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic

5. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic

6. Industry
Retail
Services
Governmental/
NGOs
It is possible

7. Top
Bottom

16. Top
Bottom

17. Relationship
Individual

18. Outside
Inside

19. Informal Structure
Power: Influence
Value Creation Structure
Power: Reputation
Formal Structure
Power: Hierarchy

20. Informal Structure
Power: Influence
Value Creation Structure
Power: Reputation
Formal Structure
Power: Hierarchy

21. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic

22. Theory X Theory Y

23. Theory X
Attitude
Leadership
Responsibility
Creativity
Motivation
People dislike work,
find it boring,
and will avoid it if they can
People must be forced or bribed
to make the right effort
People would rather be directed than
accept responsibility (which they avoid)
People are motivated mainly by money
and fears about their job security
Most people have little creativity - except when it
comes to getting around rules
Theory Y

24. Theory Y
Attitude
Leadership
Responsibility
Creativity
Motivation
People need to work and want
to take an interest in it.
Under right conditions, they enjoy it
People dislike work,
find it boring,
and will avoid it if they can
People will direct themselves
towards a target that they accept
People will under the right conditions seek
and accept responsibility,
Under the right conditions, people are motivated
by the desire to fulfill their own potential
Creativity and ingenuity are widely distributed
and grossly underused
People must be forced or bribed
to make the right effort
People would rather be directed than
accept responsibility (which they avoid)
People are motivated mainly by money
and fears about their job security
Most people have little creativity - except when it
comes to getting around rules
Theory X Theory Y

27. as

28. Culture

29. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic

30. Law Beta (Do this!) Alpha (Not that!)
§1 Team autonomy Connectedness with purpose, not dependency
§2 Federalization Integration into cells, not division into silos
§3 Leaderships Self-organization, not management
§4 All-around success Comprehensive fitness, not mono-maximization
§5 Transparency Flow intelligence, not power obstruction
§6 Market orientation Relative Targets, not top-down prescription
§7 Conditional income Participation, not incentives
§8 Presence of mind Preparation, not planned economy
§9 Rhythm Tact & groove, not fiscal-year orientation
§10 Mastery-based decision Consequence, not bureaucracy
§11 Resource discipline Expedience, not status-orientation
§12 Flow coordination Value-creation dynamics, not static allocations
The BetaCodex – version 2018 - www.BetaCodex.org

31. accountable
aim
align(ment)
allocate
appraise
bonus
boss
break down
budget
business area
competence
convince
COO
comfort zones
culture change
department
direct
direct reports
drive
empower
engage
extra mile
force
forecast
front-line
goals
hard skills
head of
headcount
high performer
high potential
hit
incentivize
inspire
journey
key
key account
kick off
lead
leader
leverage
line
low performer
manage
maturity
milestones
mindset
mission
motivate
north star
operations/operational
oversight
plan
present
purpose
rank
roll out
sales
scale
soft skills
star
strategy/strategic
status quo
product mix
synergy
Talent
unlearn
vision
win
…

32. Now
New
Now
New
Now
New

34. Agile = Self-organized.
No more, no less. And Beta is the way to define the
DNA of highly self-organized companies.
Your people are not the problem.
Your organizational system is.
Systems drive behavior.
Not the other way ´round.
We have to stop working
the people, and start working
organizational models, or systems.
The radically decentralized “peach“
model of organizing is not an option.
It is a necessity.

35. Comeleon Conference 2019, Croatia
Terme Tuheij, 24.10.2019
@NielsPflaeging @RedForty2
#BetaCodex
How to unleash company-wide agility & self-organization
for lasting high performance. Anywhere. Very fast.