Pukka kept me healthy on Obonjan. Also, your liquorice tea has replaced my 3pm chocolate run.

As you can see, your brand is highly relevant to me as a person. As a change consultant and executive coach, I aim to work with brands and organisations I really care about. I am the one who asked you (Tim) that question about how you lead Pukka at your inspiring talk on Obonjan. Hey, I didn’t want to bother you in the afternoon heat, so I am approaching you here and now to pitch a daring idea to you. It might bring your organisational practices closer to your amazing company purpose.

I can help you make your organisation more fluid and resilient.

More purpose

Pukka Herbs has an amazing transformative purpose as a brand and company. But what about your organisation? You mentioned that you have created a leadership team to help you run the company and they have titles like Directors with Heads underneath. So silos and hierarchy? Nothing wrong here, in fact most companies are run like this – the A-Corps of this world. Being a B-Corp, you, Sebastian and your entire tribe might like to explore if an alternative organisational Operating System might suit you better. I am thinking of Holacracy and Frederic Laloux’s ideas around Re-inventing Organisations.

More leadership

I currently help the CEO and COO of an energy company with 120 employees to create more leadership at all levels. The founding managers have successfully run the company with a top-down approach for a decade and now realise that delivering projects with an Agile approach or innovating new products with lean start-up methods won’t fly until they devolve control and power. Not surprisingly, the rest of the organisation is beginning to step-up and unleash ‘hidden’ talents and dormant leadership capacity. Leadership is not about equity, rank, title, budget, length of service or span of control – it’s a daily choice that everyone can make, as long as they are empowered. This is a core ingredient to be resilient in volatile and uncertain times.

More impact

When it comes to operational delivery, I start with small interventions. For example, I have helped a mainly hydroelectric energy company transform the performance of teams by introducing trained and supervised Observers to every important meeting. Their collegiate “service” helps challenging unproductive norms in the here-and-now and keeps the focus on the agreed frame. This could be a set of OKRs – Objectives & key Results (invented by Google) which is soooo much more effective and motivating than those static KPI cascades. I also enjoy making bigger interventions into an organisation’s Operating System. You can ask me about these in an exploratory meeting if you are interested in how I ‘lead” organisation development as an external sparring partner with my clients.

I can help you make your organisation more fluid and resilient.

Pukka Herbs has an amazing transformative purpose as a brand and company. But what about your organisation? You mentioned that you have created a leadership team to help you run the company and they have titles like Directors with Heads underneath. So silos and hierarchy? Nothing wrong here, in fact most companies are run like this – the A-Corps of this world. Being a B-Corp, you, Sebastian and your entire tribe might like to explore if an alternative organisational Operating System might suit you better. I am thinking of Holacracy and Frederic Laloux’s ideas around Re-inventing Organisations.

I currently help the CEO and COO of an energy company with 120 employees to create more leadership at all levels. The founding managers have successfully run the company with a top-down approach for a decade and now realise that delivering projects with an Agile approach or innovating new products with lean start-up methods won’t fly until they devolve control and power. Not surprisingly, the rest of the organisation is beginning to step-up and unleash ‘hidden’ talents and dormant leadership capacity. Leadership is not about equity, rank, title, budget, length of service or span of control – it’s a daily choice that everyone can make, as long as they are empowered. This is a core ingredient to be resilient in volatile and uncertain times.

When it comes to operational delivery, I start with small interventions. For example, I have helped a mainly hydroelectric energy company transform the performance of teams by introducing trained and supervised Observers to every important meeting. Their collegiate “service” helps challenging unproductive norms in the here-and-now and keeps the focus on the agreed frame. This could be a set of OKRs – Objectives & key Results (invented by Google) which is soooo much more effective and motivating than those static KPI cascades. I also enjoy making bigger interventions into an organisation’s Operating System. You can ask me about these in an exploratory meeting if you are interested in how I ‘lead” organisation development as an external sparring partner with my clients.

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