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How does one begin the journey toward humanocracy? How do you move from an organization model that emphasizes compliance to one that energizes contribution? As we argued in chapter 3, bureaucracy is not easily vanquished. It’s familiar, systemic, well defended, and self-replicating. Occasionally, as at Nucor, Handelsbanken, and Haier, a brave and unorthodox CEO can overcome these obstacles, often with the help of an incipient crisis. But how do you get started if your CEO isn’t a philosopher king, and your organization isn’t teetering on the edge of a precipice?
Whatever approach you take, it must encourage radical thinking, redefine the interests of the powerful, be difficult to reverse, deliver superior business ...