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How we built a turquoise company: Alexey Denisov’s experience – OLS

We, the OLS company, are a turquoise organization. How do we understand this? As well as all really working “turquoise” organizations – having read Frederic Lalu’s book “Discovering the Organizations of the Future” and comparing it with yourself.

By the way, according to Jos de Blok (the founder of Buurtzorg), one of the heroes of the Lalu book, he also learned that they are “turquoise”, from this book.

I mean, not one of the existing “turquoise” organizations was built under any “turquoise” flags – companies simply used the most effective device systems and management methods for themselves. You can call them “turquoise”, or you can call them blue or white, the essence will not change: “turquoise” is an effective business management model, no more, but no less. Yes, and many, if not all, of the elements of this model have long been known to everyone and are somehow used by many companies.

This article is not another set of letters on a fashionable topic. This makes no sense. On the Internet, there is simply an abyss of fabrications on the “turquoise” theme from eternal theorists, smart business trainers, bloggers (sorry, Lord) and just talkers. This material is a living example of how to build your own effective company.

Toolkit and methods of their application

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The experience of practitioners who themselves developed and successfully applied them on their own. Without water”. The material is given on the example of our organization working in the field of information technology, providing design and services.

The staff is 25 people. Activities:
Sale of software and services;
Software development;
Design work;
Regular work;
One-time work;
Service maintenance.
The principles that were used in building the company:
The simpler the better;
A clear internal and external idea of ​​the company;
The effectiveness of each employee is more than 100%;
Minimum management costs;
The whole team is a single team;
High profitability of the business;
Easy scalability of the model.
The described model is applicable not only to IT companies or companies that provide various services, with a little rethinking and adaptation, its principles can easily be used in any kind of business.

Internal organization

We have:
There are no departments, divisions, divisions;
No organizational structure, posts and staffing;
There are no superiors and supervisors (from the words “lead by hands”);
No job descriptions and regulations;
There is no dress code, timing and other similar tinsel;
No planning
No long gatherings and meetings.
Instead of this:
There are internal activities;
There are roles with their sets of responsibilities;
There is an employee with the role of “Director”;
There is a team where everyone knows what and how to do;
There are human relationships and responsibility to clients and the team for their work;
There is a clear understanding of how much there should be, and making plans is generally ungrateful;
There is a discussion of specific issues as necessary.
Now in more detail, in order.

The company has no departments or dedicated divisions, instead there are areas of activity for which employees are divided. In fact, there are only two areas: “Sales” and “Production”. But I must say that this is a rather arbitrary division, because sometimes employees from the Sales direction participate in the processes of the Production direction. This happens when an employee has a need or desire to take on an additional role.

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