In the last year, I have noticed more people interested in rethinking traditional management structures. They see that leadership structures that consolidate power in one individual can come at a cost: bureaucracy, underutilization of diverse talent, biased decision-making, myopic strategies, and leadership succession disasters.

In this article, I look at how the redistribution of power and authority in organizations could enable non-profits and philanthropies to work better, faster, and healthier.

At the heart of self-managing organizations is the dynamic and fragile interrelationship between the individual and that human aggregate mapped onto an entity we call an organization.