Former 24weeks Project Site 24weeks.groupsite.com

when I look at this kind of stuff- and I both feel some attraction to but feel I have seen 10 other similar sorts of “theorised” models: I start with the questions:

is this an open source approach

do any of us know the pradctice group and the actual cases thay have done

at the end of the day I am not clear that it contextually empowers either a flow model or a valuation model ; I would need to see the style that a case is written up in to judge further on its practical reality

So Chris
In the video posting http://www.podtech.net/home/1692/meet-the-bioteams-blogger there’s mention of how the first 6 principles of the manifesto have been tested, and work…

Then there’s also the case studies on http://www.bioteams.com/case_studies_in_collaboration.html

I don’t know if anyone really knows the people involved personally (I don’t at least, perhaps others do), but this is aligned with the kind of working model described by Ricardo Semler in his book Maverick (of which there’s lots of practical examples… There’s also a few business in London that actively use the Maverick style of managing business (Fry-IT and Happy Computers)

Whilst theory is great, in principle, when you see what’s possible, working in decentralised, non-managed teams, you start to appreciate how much time can be freed up, and energy unleashed, by managing the process of team work, instead of telling the team what to do, and how to do it…

I found the following that also builds on the ideas of de-centralized team management…

5. STOP CONFUSING ‘LEADERSHIP’ WITH CONTROL

Here are Ricardo Semler’s five rules for leading but not controlling. Controlling freezes the action, as people have to constantly wait for your approval. Leading unfreezes it.

“Never stop being a start-up.
Don’t be a nanny.
Let talent find its place.
Make decisions quickly and openly.
Partner promiscuously.”

SOURCE:
Ricardo Semler, author of Maverick and CEO of ‘the world’s most unusual workplace’. Ricardo Semler took over his father’s company, Semco (founded in 1954), aged just 19. On the brink of bankruptcy in 1980, Semco achieved revenues of $34 million in 1993 and $200 million today. Semler threw out the rule book and came up with some of his own. Everyone talks about pushing power out to the front line. Semler is one of the few CEOs to have put it into practice for real.