Could ‘Evolutionary Teal’ be the ideal business model making both employees as well as companies happy?

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Changes in the business world are constant, thanks to the momentum generated by new technologies, business forms and new generations of workers, especially Millennials and those belonging to Generation Z. As a result, work formulas and organizational structures are flexible to the point of creating a new business model, which has already grown in the United States. and the Nordic countries. It is about the so-called ‘evolutionary Teal’.

Achieving job happiness is a great objective that pursues what is known as ‘evolutionary Teal’. This business model consists of “transforming the structure of the company so that it can self-manage”, as explained by Manel Fernández Jaria, professor of the Master’s Degree in Employment and Labor Market: Intervention and Coaching in the Labor Field of the Universitat Oberta de Catalonia (UOC) in Spain. To do so, the hierarchy -the pyramidal structure itself- disappears to give way to an organization of groups, which must meet certain objectives that are usually set by trimesters, semesters or annually.

“It is a model in which workers are given freedom,” adds Fernández Jaria, who details some of the measures included in it, such as the possibility of not signing or teleworking. It also highlights that the groups meet periodically – usually once a week – to exchange impressions and participate in recreational activities that the company promotes to break the routine and encourage the cohesion of the workforce.

Another of the changes introduced by the ‘evolutionary Teal’ is found in the way in which professionals are hired. An example of this is Zappos, which, once the probationary period has passed, leaves the decision to remain in the organization or leave, in which case it is paid, apart from what is legally stipulated, two months of salary.

In Spain, there are also organizations that are incorporating this new model, although they are scarce. “The most receptive are those in the field of new technologies,” explains the UOC professor. Cyberclick, dedicated to marketing and new technologies, with headquarters in Barcelona and Madrid, is one of them.

“It is demonstrated that the happiness of the worker makes it more productive and that the company obtains better results”, says UOC professor and human resources expert, Gina Aran. According to the expert, it must be taken into account that the work itself is a source of happiness for the individual, insofar as the latter “self-realized”. “The feeling of well-being at work encourages creativity, collaboration and the ability to adapt, which improves the efficiency of work teams,” he adds.

However, Fernández Jaria clarifies that most Spanish companies are developed under a healthy model, which is prior to the evolutionary Teal and focuses on promoting health at work to improve the work environment.

According to several studies, well-being at work reduces work-related and non-work-related accidents, as well as occupational and common illnesses. Likewise, it reduces absenteeism and stress, improves participation and motivation of workers, their productivity, competitiveness and commitment to the organization. “The company retains talent and improves its corporate image, thus becoming a benchmark in the sector and in society,” explains the UOC professor.

Finally, the expert concludes that, in order to make a change in the business model, it is key to make a diagnosis and develop and execute strategies. One of the methodologies applied today to effect this change is that of Lego Serious Play (LSP). “With the pieces, the workers can stage strategies in real time, which works and what does not”, specifies Fernández Jaria.

The use of this technique, however, also serves for other situations such as studying mergers and reorganizations, creating and optimizing high-performance teams, carrying out personnel selection processes or improving the climate. “It facilitates thinking, communication and solving problems, both in organizations and teams and in individuals,” he concludes.

The above article was written and published in Spanish and has been translated into English. Click here to read the original article.

 

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Acerca de Lucas Vargas:

  • Empezó en Grupo ZAP como el VP de Sales y en 2016 cuando la empresa tenía 60 empleados. Fue nombrado COO de VivaReal tomando el mando de Brian Requarth el Co-Fundador. VivaReal lanzó en Colombia y se trasladó a Brasil. En 2017 se hizo CEO del Grupo ZAP.
  • Ha trabajado en Mexico en PWC y en el Banco Santander
  • Tiene un Master de Business Administration de Harvard
  • En noviembre este año después de la fusión de OLX Brasil y Grupo ZAP fue nombrado el CEO del OLX Business Unit. Lidera la empresa junto con Andries Oudshoorn y Marcos Leite
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Simon Baker is the Founder and Executive Chairman of Online Marketplaces and Property Portal Watch. Involved with property portals for 15 years, he’s a well-recognized expert and industry consultant.
As former CEO/MD of the REA Group for 8 years, Simon led the group to its current market-leading position. When he joined REA Group in 2001, it had $4m in revenues, $6m in losses and an $8m market cap.
By 2008, the company presided over $155m in revenues, $35m in EBITDA and enjoyed a peak market cap of $1b. Simon is currently Chairman of the Mitula Group and Real Estate Investar and a serial portal founder and, investor.