14 Culture of the Organization 3.0


    “An organization has to be involving, it has to be fun, and it has to exercise your creative instincts.”
    – Richard Branson

    I believe an organizational culture is something very personal. I am not sure it can be captured in a model, or if it should be. And I do not think I’m the right person to offer an alternative for all models available in the area of organizational culture. Regulations in this area do not give any solace. I do not want to prove anything here. In whatever form I may find the culture of Organization 3.0 important, I want to limit myself to the experiences of the people around me. Please take stock of my filtered fragments and determine how you would like to define (your) organizational Culture 3.0.

    Organization 3.0 has a different culture than we are used to within traditional organizations. It is a culture of openness, of an almost radical transparency, and one where links outside the company are almost continuously sought. It is a culture of trust, of taking responsibility, and learning for life. There is permanent social innovation. There is social innovation in the form of creating added value by cleverly utilizing the talents of people. We are talking about wanting something and being open to change. This is how a culture is created in which people can think freely and creatively. It is a culture where people name their passions and goals, even if these passions and goals lie outside the organization, which is the case with most of the value networks, as people are only temporary and not exclusively attached to the organization. As an organization, you can make good use of people’s talents. And these people can make good use of the organization to develop and grow their talents, because interdependence obviously takes place within Organization 3.0, as well.

    “We simply do things differently within our Seats2meet.com companies. We have an eye for talent, we have the conviction to create corresponding positions, and we no longer need to pigeonhole people in our organization. We have entrepreneurial employees, who know what our customers want and who develops new services and products in co-creation with our customers and other stakeholders. Our organization anticipates and is cyclically innovative. We do not have rigid control systems, but we trust right-mindedness, entrepreneurship, and the ability to do business by the stakeholders themselves. Stakeholders have access to all available information, except when the privacy of our people is at stake. Employees have access to all financial figures and statistics and other “exciting” data. It’s striking that in an environment where everyone can access and know everything, the need for information suddenly receives focus. It seems that the creed “knowing everything does not make you happy” has come true. People are aware of the kind of information they require to operate optimally. We have a low-hierarchical and open organizational culture. Our parent company is named CDEF Holding, an abbreviation for Cada Dia Es una Fiesta (everyday is a party), to stipulate that is should be fun to create sustainable value with your network every day!”

    – Mariëlle Sijgers, my business associate and co-owner of Seats2meet.com