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A Radical Enterprise
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BY MATT K. PARKER

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Pioneering the Future of High-Performing Organizations

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The fastest growing and most competitive organizations in the world have no
bureaucracies, no bosses, and no bullshit. Discover the revolutionary shift to
partnership and equality and the economic superiority that follows with A
Radical Enterprise.

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Purchase       Praise       Description       Author       Read Excerpt

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Praise for A Radical Enterprise

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“Matt takes years of intuition and learnings from the bleeding edge of
hypergrowth software organizations and codifies them in a framework that applies
to any knowledge-work business.  It's an exciting glimpse into the future of
work we should all strive to achieve.”
—Ross Hale, CEO, Artium

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“Management as we know it is a century-old, outdated technology; we need to
radically reinvent how we organize and collaborate to rise to the challenges of
our time, and this book offers some powerful tools for that journey.”
—Brian J. Robertson, author of Holacracy:

The New Management System for a Rapidly Changing World
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"What I found most refreshing about this book is that it speaks to what is key
and important to becoming a Radically Collaborative workplace and producing
tangible results. And it's about how our world is going to metamorphosize from a
system of domination to one of collaboration."
—Matt Perez, cofounder of Nearsoft and coauthor

of RADICAL COMPANIES



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About the Book
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The tomato sauce in your pantry. The raincoat in your closet. The smart TV
hanging in your living room. What do all of these products have in common?
Chances are they were created by organizations where colleagues self-allocate
into teams based on intrinsic motivation. Where individuals self-manage their
commitments to each other without the coercion of managers. And where teams
launch new products and ventures on the market without the control of leaders.

These organizations represent a new, radically collaborative breed of
corporation. Recently doubling in number and already comprising 8% of
corporations around the world, scientists and researchers have discovered that
radically collaborative organizations are more competitive on practically every
meaningful financial measure. They enjoy higher market share, higher innovation,
and higher customer satisfaction than their traditional corporate
competitors—and they also enjoy higher engagement, loyalty, and motivation from
their employees.

In this groundbreaking book, technology thought leader and organizational
architect Matt K. Parker breaks down the counterintuitive principles and
practices that radically collaborative organizations thrive on. By combining the
latest insights from organizational science, sociology, and psychology, he
illuminates four imperatives that all radically collaborative organizations must
embrace in order to succeed: team autonomy, managerial devolution, deficiency
gratification, and candid vulnerability.

Millions of workers around the world are collapsing under the weight of
command-and-control culture. The crisis has reached its breaking point. Now is
the time to embrace radical change. Discover the revolutionary shift to
partnership and equality and the economic superiority that follows with A
Radical Enterprise.


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About the Author


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Matt K. Parker is a writer, speaker, researcher, and third-generation
programmer. Over the last two decades, he's played a variety of roles in the
software industry, including developer, manager, director, and global head of
engineering.

He has specialized in hyper-iterative software practices for the last decade,
and is currently researching the experience of radically collaborative software
makers.

He lives in a small village in Connecticut with his wife and three children. You
can contact him by visiting mattkparker.com.


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An Excerpt
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It’s summer 2021. Vaccinations to the COVID-19 virus have already reached a
majority of American adults. Summer camps have reopened; schools are preparing
for full, in-person enrollment in the fall; and businesses and governments are
heralding a “return to normal.” Yet a quick glance at the articles of any major
American news outlet paints a troubling picture:

A study by the Harvard Business School found that over 80% of workers don’t want
to go back to the office full time, while a similar study from the global data
intelligence company Morning Consult found that 40% of workers would rather quit
than go back to the office full time.

Researchers at the global jobs site Monster.com found that “a whopping 95% of
workers are considering changing jobs, and 92% are even willing to switch
industries to find the right position”—a shift driven, at least in part, by
“burnout and lack of growth opportunities.”

In April 2021, nearly four million Americans voluntarily quit their jobs—“the
highest monthly number ever reported by the US Bureau of Labor Statistics”
according to the Dallas News.

Yet, despite high unemployment, the US is experiencing critical labor
shortages, according to the New York Times, with businesses from “the biggest
metropolitan areas and from small towns” reporting a “catastrophic inability to
hire.”

For the first time in history, a vast cross-section of workers are leaving the
workforce en masse, leading the American economy to face an unprecedented crisis
of voluntary unemployment that economists have dubbed “The Great Resignation.”

For some industries, like hospitality, this phenomenon was predictable. As
the New York Times reports, unemployment insurance and pandemic relief-benefits
often rival the former income of many hospitality workers, like waiters and
cooks. Why go back to a job marked by low wages, long hours, and high stress—not
to mention dangerous working conditions due to COVID-19—when you can make just
as much money staying home, staying safe, and spending more time with your
family? Or, as many of these former hospitality workers have done, why not
choose to pursue a career in construction, commercial trucking, or even retail,
where education requirements are commensurate yet wages are higher?

But what is perhaps less expected is that many highly paid knowledge
workers—like programmers, designers, and product managers—are also quitting
their jobs rather than go back to their offices. Although the popular image of
the white collar knowledge worker includes high salaries, nine-to-five hours,
and cushy benefits, the reality is that even before the pandemic knowledge
workers were plagued by long hours and “always on” expectations from managers,
leading to high levels of burnout and stress, which has only worsened during the
pandemic, according to the Gallup.

At the same time, with their offices closed and their bosses physically removed,
knowledge workers have experienced greater autonomy in their jobs and greater
flexibility in their lives. Many have chosen to ditch a strict nine-to-five
schedule, according to the Gallup report, preferring to shift their hours or
spread their work tasks out throughout the day to achieve a better work/life
balance (a factor that 83% of millennials rate as their number one consideration
in their jobs). Others have taken their laptops into their backyards, to a park
bench, or even a beach, allowing them to take advantage of the significant
physical and mental health benefits of being outside that scientists have
recently validated and quantified, according to a recent study.

Lastly, with less managerial oversight or interference, many knowledge workers
have collaborated more freely with their peers (according to Harvard Business
Review)—spending less time in large meetings and more time deciding among
themselves what to do and how and when to do it.

So, as vaccinations roll out and as exasperated business owners clamor for a
return to the office, knowledge workers have begun to ask themselves: “What do I
stand to gain by going back—and what do I stand to lose?”

Keep reading...

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