A quick recap. Our purpose and culture informs the knowledge, skills, and experience of the people needed, who determine the business model and operational model, which in turn inform the organizational model – our structure.
Structure is explained below. We practice sociocratic organizing, and this has its own section of the Playbook here.
Structure is an important view of our organizing, but far from the only useful one.
This can take some getting your head around. The structuring of our organizing – the whole and the parts – is perhaps the most tangible difference between how we do things at AKASHA versus the more traditional org structure, and it's tempting then to simply swap one out for the other in your mind as you make the transition personally. And yet not only is the structural nature of organizing transformed, so too is its constant reformation.
Here's a good way to lodge structure's new role in your mind. Every time you think "structure” think in terms of both the current structure and the structure it needs to become to serve us best. These are inseparable.
The key characteristics of our organizing structure:
Shaped by and emphasizing experience, knowledge and skills
Constantly seeking to match resources to corresponding missions
Changes itself at the edge (rather than from a centre)
Agnostic as to whether an individual is an employee, a contractor, or neither of these.
Our structure evolves to our needs sociocratically.