Blinkracy

Why are companies run like coal mines in a world that's evolving at lightning speed? It's time to rethink outdated management practices.

1. The Problem with Traditional Structures

Traditional command and control (C&C) hierarchies are relics of a bygone era where a single visionary leader directed a team of obedient workers. Companies have clung to this structure since the Industrial Revolution, despite vast changes in worker education and the pace of business.

Rigid hierarchies stifle adaptability, which is critical in today's fast-changing environment. For instance, a Yale study showed that the average lifespan of an American company has dwindled from 67 years to just 15. Businesses that cannot pivot quickly risk failure. Eastman Kodak is a prime example. Once a giant in the photography industry, its inability to adapt to digital technology led to its bankruptcy in 2012.

C&C systems also foster toxic office politics and poor talent management. Personal connections, rather than merit, often dictate promotions. This culture damages office morale and leads to inefficiency. No surprise, then, that 71% of American workers are unhappy with their jobs under such archaic systems.

Examples

• Rigid Kodak leadership missed the revolution in digital cameras.
• Promotions in C&C systems often stem from favoritism, not performance.
• Worker dissatisfaction is rampant, with over 70% disliking their jobs under this model.

2. Shift from Titles to Roles

Traditional workplaces associate tasks tightly with job titles, leading to limited responsibilities and constrained employee potential. By focusing on roles rather than titles, individuals can operate in more dynamic ways aligned with their skills and interests.

In this model, companies list every task needed for the business to operate. Tasks are bundled into roles, ensuring every function is clearly defined and accounted for. Unlike static job titles, roles are flexible, enabling one person to fulfill multiple roles based on their expertise and time availability.

This approach promotes efficiency, personal growth, and frank discussions about workflow. For example, discussing shortcomings in a role, rather than attacking an individual, eases tensions and allows for constructive feedback. Combining roles like Customer Service and Product Design can also accelerate innovation.

Examples

• A single employee skilled in customer service and product design can streamline communication.
• Office maintenance tasks, grouped into an "Office Administration" role, ensure no mundane task goes unnoticed.
• Discussions become impersonal and solutions-oriented when saying "the B2B role isn’t being fulfilled" rather than blaming a person.

3. Circles, Not Departments

Traditional departments with rigid boundaries can slow innovation. Replacing these with fluid, goal-driven circles makes organizations more adaptable. Circles consist of roles working toward broad objectives aligned with the company’s vision.

For instance, a Marketing and Sales circle might initially focus on increasing sales by 20%. If the company's strategy shifts to brand awareness, the circle quickly realigns its goals to pursue activities like driving web traffic. Members can join or leave circles as roles evolve, unlike traditional departments where layoffs are often necessary.

This flexibility fosters collaboration and innovation. A permanent lead circle sets the company's vision, ensuring all circles work cohesively. Members from the lead circle participate in other circles, keeping all efforts synchronized with the organization's broader goals.

Examples

• A Telesales role can easily be swapped for a Web Developer in circles focused on web traffic.
• Members from a disbanded "Product X" circle can join new initiatives or existing circles with ease.
• A lead circle anchors the organization’s vision while staying involved across roles.

4. Reinventing Meetings

Traditional meetings are often unfocused, covering everything from broad strategies to trivial concerns like office snacks. A Blinkracy introduces structured meetings that prioritize action and efficiency.

Weekly tactical meetings in each circle focus on immediate tasks and goals. Major issues that can't be resolved quickly are deferred to separate, targeted meetings. Additionally, governance meetings held every few months tackle high-level strategies and recurring challenges, ensuring alignment with broader objectives.

To keep the whole organization connected, weekly touchpoints involve quick, two-minute summaries from each circle. This fosters transparency and keeps everyone informed without wasting time on lengthy discussions.

Examples

• Governance meetings allow for reassigning goals, like adjusting the roles of a Marketing circle.
• Separate discussions for strategic shifts prevent tactical meetings from derailing.
• Weekly touchpoints keep the entire organization aligned through concise updates.

5. Doing Away with Managers

Blinkracy streamlines productivity by eliminating the need for managers. Instead of being treated like children who need constant oversight, employees operate as skilled professionals within a decentralized framework.

Recurring responsibilities and larger projects are tracked within circles, minimizing the risk of oversight. During tactical meetings, each circle reviews progress using checklists and identifies actionable next steps. This replaces a manager’s traditional role of issuing orders or reminders.

For instance, tasks like “completing five customer calls” and projects such as “hiring a customer service rep” are clearly defined, tracked, and executed collaboratively. Without managers, employees feel empowered while still being held accountable.

Examples

• Tactical meetings review lists such as "Post job ad" to ensure tasks stay on track.
• Roles like Customer Service use checklists to track weekly call goals.
• Collaborative planning makes the absence of managers irrelevant, as the team keeps each other accountable.

6. Start Small with Changes

Introducing Blinkracy to an organization requires a cautious approach. One way to reduce resistance is to test it in a single department first. This experimental phase lets the company learn what works and what doesn’t.

Begin by defining the company’s goals and identifying roles tied to specific tasks. Then, guide the chosen team through governance meetings to allocate tasks and set collective objectives. At Blinkist, the content team began this process and created 50 clear tasks divided into six roles. Success in this experiment encouraged other teams to adopt the same model.

Resistance from skeptics is natural. Still, when employees witness the results first-hand, many become advocates for the approach. The model’s success in one area builds momentum for broader adoption.

Examples

• Blinkist’s content team divided their core activities into six roles during their initial test period.
• New roles like “Content Selection” were created to match the team’s expanded goals.
• Seeing positive results inspired other departments to follow suit.

7. The Lifespan of Companies Is Shrinking

The modern business environment demands rapid adaptability, yet outdated structures hinder this need. Yale's report revealing the lifespan of companies dropping to 15 years highlights how inflexible companies face extinction, much like Kodak.

Examples

• Kodak’s bankruptcy stemmed from its inability to pivot.
• Companies stuck in rigid structures fail to embrace emerging technologies.
• Businesses must now prepare for quick shifts to remain competitive.

8. Breaking Office Politics

C&C hierarchies exacerbate petty behavior, where employees gain favors by ingratiating themselves with higher-ups rather than excelling in their job. A Blinkracy removes this by focusing on roles and performance, ensuring merit takes precedence over connections.

Examples

• A non-personal approach to task fulfillment minimizes defensive attitudes.
• Performance-based reviews promote a culture of fairness.
• Assigning roles by skill ensures workers are properly matched to tasks.

9. Happiness Through Autonomy

Employee dissatisfaction stems from feeling unheard and constrained. A Blinkracy fosters a sense of ownership by granting employees the ability to manage goals and contribute directly.

Examples

• Autonomous circles improve employee morale.
• Flexible roles allow workers to grow their skill sets.
• Direct task management ensures greater engagement in daily work.

Takeaways

1. Focus on aligning individual tasks to broader goals by grouping them into defined roles, rather than static job titles.
2. Conduct weekly tactical meetings to ensure all current tasks are on track, and separate high-level discussions for governance meetings every quarter.
3. Experiment with implementing Blinkracy in one department to refine the process before scaling up across the entire organization.