Articles on Management & Organizational Design

Black sign with the Ateliê de Software logo, a triangle with rounded corners, resting on a counter

The management style at Ateliê de Software (part 1)

The Ateliê de Software Way is a management style, not a model to copy: transparency, autonomy and collaboration, inspired by Semco, BetaCodex, Teal and Agile.

A woman sitting at her office desk, looking exhausted with her hand on her face, while two colleagues talk in the background looking at her

On harassment and discrimination in organizations

Reporting channels and training are only the starting point. How does your company's management model encourage or discourage harassment and discrimination?

A red-haired woman in glasses relaxes with her hands behind her head in an office, with colleagues working in the background

The quiet revolution in the world of work

Remote work changed our relationship with work. Autonomy depends on self-knowledge, which comes from experience, builds awareness and creates learning.

Woman with curly hair and closed eyes, smiling, with her hands around a coffee cup, surrounded by colorful sticky notes

Agile HR - Far beyond adopting agile methods

Adopting squads, Scrum or Kanban in HR is not enough if command and control stays intact. A truly agile HR bets on peer feedback, autonomy and transparency.

Six members of the Ateliê de Software team on a video call, each from their own home, with an "Office Less" badge below

Remote Work: an opportunity for self-management

Remote work imposed by the quarantine can be the chance to swap supervision for trust and develop autonomy, collaboration and self-management in teams.

Two giant figures handle two business professionals in suits like marionettes on strings

Autonomy to transform organizations

Heteronomy sustains command and control; autonomy requires self-knowledge, trust and transparency. How do we move past the power structures inside companies?

The Feedback Canvas template: columns for competency and activities, a scale from 1 (Novice) to 7 (Master), and boxes for positive points, negative points and improvement actions

Feedback instead of performance reviews

If performance is collective, does it make sense to evaluate each person in isolation? Why trade performance reviews for feedback cycles within the team.

A group of people standing and talking in a circle in an office, with a notebook on the table in the foreground

Managing people or the system?

People and organization are not separate parts. A company is a complex adaptive system, built every day through the relationships between its agents.

The Webgoal team working at shared desks in an open office, with walls covered in sticky notes

Webgoal's management style

Without copying models, Webgoal built its own way of managing, with autonomy, collaboration and transparency. Every management style is a fingerprint.

A woman with a frightened look peeks over the partition of a cubicle in a blue office

Fear-driven management

Two interchanges with few accidents: one safe through fear, the other through design. Is management at your company driven by fear or by trust?

A murmuration of thousands of starlings forming a huge cloud against an orange sunset sky

Order and disorder in companies

Traditional management seeks balance and efficiency as if the company were a machine. Complexity calls for imbalance in order to learn, innovate and adapt.

Hands of several people in suits and dress shirts stacked on top of one another, seen from above

Let's get rid of bosses and the new hierarchy

Getting rid of bosses or creating a new hierarchy is not enough. Knowledge work calls for autonomy, transparency, trust and situational leadership.