2513: Teal Organizations: Exploring the Next Stage of Organizational Consciousness

 

In Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux, the concept of Teal organizations is introduced, offering a vision of how businesses could evolve in alignment with human consciousness. I’m currently leading a project with colleagues who each bring unique expertise to the table. As I work closely with them in the coming weeks, I’m increasingly impressed by the potential of our team to operate as a Teal organization—one that transcends the traditional "Green" organizational model.

While I won’t delve into the specifics of Laloux’s book in this post (I highly recommend it to my followers), it outlines five evolutionary stages of organizations: Red → Amber → Orange → Green → Teal. These stages represent the increasing sophistication and efficiency of businesses as they evolve.

• Red represents a chaotic, power-driven organization where survival is the main priority.
• Amber is structured and stable, often found in traditional organizations like government offices, which are slow to adapt and change.
• Orange focuses on achieving efficiency and results, typically seen in large, global conglomerates.
• Green prioritizes a values-driven culture and decentralized decision-making.
• Teal represents the pinnacle of human-conscious organizations, where self-management, wholeness, and a sense of evolutionary purpose are embraced.

In my career, aside from my first job, I’ve mostly been part of Orange-type organizations, focused on efficiency and performance metrics. When I first read Laloux’s book during my MBA program three years ago, I was struck by the idea of the Teal organization. It seemed like the ideal organizational model. However, I quickly realized that it’s difficult to apply Teal principles in many business contexts. Teal organizations challenge traditional business KPIs, decision-making processes, and hierarchies. These disruptions can be uncomfortable for individuals who are used to climbing the corporate ladder through patience and perseverance within conventional systems.

Now, working with my new team, many of whom possess unique and distinguished skills, I feel that we have a genuine opportunity to embody the Teal model. It’s an exciting feeling to be part of a team that could truly operate in a self-managing and holistic way. As the director, I recognize my role in fostering a culture of wholeness and self-management within the team. One approach I’m exploring is coaching methods, which I’m still refining to see how they can enhance the team’s motivation and outcomes.

Why am I reflecting on Teal organizations now? During a one-on-one meeting with a colleague last week, he expressed his support for Teal-type organizations, which resonated deeply with me. It sparked a renewed interest in the book and the concepts it presents. While I initially thought of Teal organizations as an ideal for U.S.-based companies, I’m now convinced that it can be applied here in Japan as well. This has become a mission for me within this project: to fully understand and implement the ideas from Reinventing Organizations.

I look forward to continuing this discussion with my colleagues in our next one-on-one meeting. During that conversation, I plan to recommend another book that has influenced my thinking on motivation: Drive: The Surprising Truth About What Motivates Us by Daniel Pink.

2512 Embracing a New Era at Turner & Townsend

 

In February, I embarked on an exciting new chapter in my career by joining Turner & Townsend. This move marks a significant milestone, offering an opportunity to broaden my professional landscape and leverage my extensive experience in project management.

As I navigate my initial phase at the company, I'm eager to share some initial observations and reflections that serve as my starting grid at Turner & Townsend.

Insights from the Field

From my early days here, I've learned that while there's a strong demand for project management functions to drive capital expenditures (CAPEX) in Japan, many companies traditionally manage these initiatives in-house. Despite this, several factors have shaped the current landscape:

1. Historical Decline in CAPEX: Over the last three decades, Japan has seen a decrease in CAPEX opportunities. This downturn is a reflection of broader economic trends and shifts in industrial focus.

2. Reduced Need for Dedicated CAPEX Functions: Due to the prolonged period of minimal capital investment, many companies have scaled back or entirely dissolved their dedicated CAPEX functions and resources.

3. Impact of the "Lost Generation": The economic downturn during the late '90s, particularly from 1997 to 2000, led to reduced hiring. This period coincided with what is often referred to as the "Lost Generation." As a result, there is now a noticeable gap in the capabilities of middle to upper management, predominantly aged between 45 to 55, who missed out on critical early career development opportunities during these challenging years.

Unique Position and Future Outlook

My colleagues have noted that my specialization in plant-based business projects adds a unique dimension to the team at Turner & Townsend. While I might be considered a specialist within a niche area, it's a role that I am both proud of and excited about.

As I continue on this new voyage, I am reminded of Spencer Johnson’s Who Moved My Cheese?—an allegory about change and adaptation. Like the characters in Johnson's book, I am on a quest to find my new "cheese," embracing change and pursuing new opportunities.

2511 The Thunderbaird and the Passing of Time

 

Time is an indispensable part of life, and lately, I’ve been reflecting deeply on how quickly it passes. This thought often takes me to the bustling city of Osaka, where I’m currently living, near Shin-Osaka station. It’s a place I’ve come to know through my daily walks and commutes. One thing that stands out is the Thunderbird Express train—a local service in JR West connecting Osaka to Tsuruga (Toyama Prefecture). Though I’ve never personally ridden it, it reminds me of my elder son, now 22 years old.

When he was young, around 2 or 3 years old, his favorite hobby was playing with his Thunderbird train set. I can still hear him mimicking the sound of the train’s announcement: “Express train Thunderbird, ready for start!” He would repeat this over and over, delighting in the sounds of his imagination. At the time, I was in my early 30s, deeply immersed in my work and traveling overseas almost every month for business. I was hardly at home—maybe 10-20% of the time.

Now, living near Shin-Osaka, I frequently see the Thunderbird stationed at the platform during my walks. I had always known about the train’s service area, but seeing it up close, again and again, has brought a certain sense of regret. I can’t help but think: Why didn’t I take him on the Thunderbird when I had the chance?

The distance between Tokyo and Shin-Osaka is only about 2.5 hours by bullet train. Was it time? Money? Or perhaps my own selfish desire for private time, for golfing, drinking, and other distractions? I regret not seizing that opportunity when I had the chance. I had weekends, I had the time, and yet I failed to share something as simple yet meaningful as a train ride with my son.

This experience, I believe, can resonate with young parents today. It’s a reminder of how time is often discounted in our busy lives. When your child is excited about something, that moment is precious and fleeting. I missed out on that time—time that I can never get back.

But rather than dwell on regret, I’ve decided to do something about it. The next time my son visits me in Osaka, I want to offer him the chance to take a ride on the Thunderbird. Even if he doesn’t remember the exact moments from his childhood, I want him to know that I regret not sharing that experience with him earlier—and I want to make up for it.

I plan to bring up this story over dinner one evening. It may be a simple conversation, but I believe it will be a warm and meaningful one. A chance to share not just the experience of the Thunderbird, but the importance of taking time for the people we love, and learning from the moments we’ve missed.

Time passes quickly, but it’s never too late to make the most of it.

2510 The Importance of Process Autonomy in Store Operations

When I took over the shisha bar last November, one of my key objectives was to establish a structured yet autonomous operational process. My goal was to create a system where tasks were clearly defined, responsibilities were distributed efficiently, and each team member could contribute independently to the store’s success.

Recently, Kenji, who will take on the role of store manager starting this April, brought up a topic that perfectly illustrates the significance of process autonomy. He proposed that housekeeping tasks were not a major concern and that he would handle them himself. While I appreciated his willingness to take responsibility, I suggested that we establish a housekeeping guideline for part-time staff instead. The reason? Because I had noticed that essential areas such as windows, toilets, floors, and air conditioning filters were not being cleaned as frequently as they should be.

Kenji initially questioned why we needed such guidelines when he was willing to manage housekeeping himself. In response, I explained that while these basic tasks do not require advanced skills or knowledge, they are crucial for maintaining a comfortable and welcoming atmosphere. More importantly, these routine responsibilities should not be the store manager’s direct burden but rather a shared responsibility among all team members.

A manager’s time should be invested in higher-value activities that directly contribute to the store’s growth and profitability. By setting up an autonomous housekeeping process, Kenji can shift his focus to strategic tasks—such as improving customer experience, optimizing operations, and driving revenue—rather than constantly monitoring and handling low-value activities himself.

After our discussion, Kenji seemed to understand the rationale behind creating a structured housekeeping guideline. I was pleased to see his openness to the idea and his willingness to adopt a more systematic approach.

Kenji’s growth as a leader excites me. I am increasingly confident that he will develop the ability to build an automated operation where responsibilities are clearly assigned, allowing him to function as a single point of responsibility without micromanaging every aspect of the store. While my initial goal was to cultivate a culture of autonomy among part-time staff, I now believe that with Kenji as a dedicated store manager, our journey toward an efficient and self-sustaining operation will progress even faster than I originally anticipated.

This experience reaffirmed my belief in the power of well-defined processes. When a business prioritizes autonomy and structured workflows, it creates a strong foundation for sustainable growth and operational excellence.

I look forward to seeing Kenji continue to evolve in his role, and I am eager to support him as he works towards building a more efficient and successful store.