{"id":38396,"date":"2009-09-08T17:58:09","date_gmt":"2009-09-08T15:58:09","guid":{"rendered":"https:\/\/cabreramc.com\/exploring-the-dna-of-2-0-organizations-change-a-little-to-change-everything\/"},"modified":"2026-09-08T11:53:52","modified_gmt":"2026-09-08T09:53:52","slug":"exploring-the-dna-of-2-0-organizations-change-a-little-to-change-everything","status":"publish","type":"post","link":"https:\/\/cabreramc.com\/en\/exploring-the-dna-of-2-0-organizations-change-a-little-to-change-everything\/","title":{"rendered":"Exploring the DNA of 2.0 organizations Change a little to change everything?"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]We live in extraordinary times. <\/strong>The Age of Collaboration is a time of deep economic, social and environmental interdependencies. We are finally aware that everything is connected, and that to build a truly sustainable world, we need new mechanisms that allow us to compete and collaborate with others beyond our traditional boundaries. <\/p>\n

<\/p>\n

This new path that is opening up necessarily involves innovation. The reasoning is simple: if everything changes around us, the only possible alternative is for our organizations to also be able to change quickly. We can summarize the situation in a few words: before we had to innovate to grow; now we have to innovate to survive.<\/strong> <\/p>\n

The challenge we face is threefold:<\/strong> first we must select the best of our history; then we must leave behind the parts of our experience and our mental models that emerged to solve problems that are no longer relevant; and finally, we must be able to reinvent our organizations to ensure the preservation of those values and competencies that will be essential in the future. It is not an easy task, but fortunately we have an excellent mirror in which to look at ourselves: nature. <\/p>\n

We need only apply the pattern that has made species evolution possible: variety, selection, and retention. <\/strong><\/p>\n

In their evolution, living beings preserve the essentials of the species to ensure their survival; they discard DNA \u2013 the genetic load \u2013 that no longer serves their needs as a group; and they create new combinations of DNA that allow the species to transform itself to overcome the new challenges demanded by the environment. In today’s conversation we are going to explore, precisely, the DNA of our organizations, that is, their culture.<\/strong> And we are going to do it hand in hand with biology because, if we think about it, organizations behave in an analogous way to living beings. To thrive, they have to select and preserve the best of their history. They must be able to take it into the future. And, at the same time, they have to develop the necessary transformations in their DNA to face the new challenges and continue to create economic and social value in the new environment. <\/p>\n

Change a little to change everything<\/h3>\n

The good news is that, as human evolution itself shows us, it is not necessary to change everything at once.<\/strong> Something that, on the other hand, would be almost impossible, as it would force us to give up almost everything we are. Nature teaches us that <\/p>\n

small changes in DNA can have a radical impact on the ability of species to adapt to the new environment and thrive.<\/strong> The evidence is there: sequencing the chimpanzee’s genome revealed that its genetic material is about 98% identical to that of humans. However, the result has been entirely different. A change in DNA of just 2% has provided humans with a <\/p>\n

\"\"<\/a> and has allowed it to develop such significant advances as the ability to walk upright and to elaborate complex languages. This is precisely the basis of our reflection today: if we manage to innovate in a few significant values within the company culture, we will be able to transform any structure<\/strong>, no matter how complex, into a true 2.0 organization, an organization of the future. <\/p>\n

An organization’s DNA is its culture<\/h3>\n

As I have mentioned, to start with this process of change we must assume that organizations, like us, are living beings capable of growing and evolving, and that their DNA is made up of their own company culture,<\/strong> that is, their way of seeing, understanding and doing things.<\/p>\n

What is this DNA like?<\/strong> The culture of an organization is made over time. It is shaped around the predominant values contributed by the founders of the company. It echoes the dominant management style. And we can say that, in general, people feel comfortable and identified with the current culture of their organization. <\/p>\n

Making changes to an organization’s culture is one of the most difficult challenges<\/strong> that we can assume as leaders and, in general, is only viable in very special contexts: an abrupt change in management or an external event, arising within the market, that threatens the very survival of the organization (for example, the birth of a technology that can change everything, or the lightning advent of a competitor). The fact is that cultures tend to perpetuate themselves<\/strong> based on the dominant values and inbreeding of managers, who usually hire people who are related to their ideas and their mental schemes. As a result of this process, the culture of the organization is reinforced with new hires.<\/p>\n

“There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it gets.” Jeff Lawrence <\/p><\/blockquote>\n

Variety, selection and retention<\/h3>\n

As I have said, to change our organization, we can apply the pattern that has made the evolution of species possible: variety, selection, and retention. These are the steps: 1. Variety.<\/strong> We must launch a wide variety of innovation initiatives, like “lifeboats<\/a>“, that allow us to explore and develop the new organizational skills and values necessary to face present and future challenges. 2. Selection<\/strong>. Next, we must select those initiatives that work. We have to search among the best of our previous heritage until we find those essential values and competencies that we must preserve and develop to ensure a differential position in the future. We must also detect those aspects of our culture that emerged to solve problems that are no longer relevant in the current context, and to overcome previous experiences that were conflicting, and that today can drain our energy when facing new challenges. 3. Retention<\/strong> Finally, we need the retention capacity necessary to consolidate those successful initiatives as core activities of the organization. In this step, we must eliminate the “excess part” to ensure that the previous legacy does not kill our dream. To complete this innovation process, we still need to take one more step, perhaps the most important: <\/p>\n

we must look forward with humility. In the face of such a changing and uncertain future, what is important is not what we know, nor the changes that we are able to intuit based on our previous experiences; what is really important is “what we do not know”. <\/strong><\/p>\n

For this reason, we must take off the glasses and filters that our mental models have interposed between us and reality. As I said at the beginning, we are living in extraordinary times, and those times require new forms of value creation, both economic and social.<\/strong> It is something that we must accept. We need new values that allow us to move towards more sustainable development, and towards a more just and supportive world. <\/p>\n

10 Key Mutations: New Genes for a New Era<\/h3>\n

Don’t be fooled: changes are essential. <\/strong>If we want to survive the demands posed by the new scenario, we must be able to identify and launch, as soon as possible, those innovation initiatives necessary to adapt our organizational culture to the three fundamental challenges of the Era of Collaboration: participation ( political<\/a>, organizational<\/a>, educational<\/a>), collaboration<\/a> and transparency<\/a>.<\/p>\n

Mutate to survive. <\/strong>Within the field of biology, mutation is an alteration in DNA that produces a change in characteristics. Living beings can transmit this change to their offspring. Similarly, we need to launch innovation initiatives that allow us to mutate our values and organizational cultures. The ultimate goal is to transform current structures into true 2.0 organizations. These are the 10 innovation proposals<\/strong> that we have launched at the agile consulting firm CabreraMC<\/a> I trust that they will serve as inspiration: 1.<\/strong> From process-centered organizations to people-centered organizations<\/strong>. People are the heart of the organization. It is people who make up the cultural base \u2013 DNA \u2013 through their actions in work teams, networks and communities of interest. That is why we must move towards humanistic organizations<\/a>, in which everyone has the opportunity to participate, to contribute the best of themselves to generate economic and social value. 2.<\/strong> From the power of hierarchy to the power of authenticity and added value<\/strong>. The challenges we face are too complex to solve individually. The answers can no longer come from charismatic leaders at the top of the organizational pyramid. Leadership and innovation must be a job shared by all<\/a>. 3.<\/strong> From leadership as a position to leadership as a value creation process.<\/strong> A leader is not a leader just because he or she occupies a “position” of leader<\/a>. Being the director or the president does not guarantee, at all, that the decisions made are the right ones. Only by creating value through people can we build authentic sustainable leadership in this new Era of Collaboration. 4. <\/strong>From “command and command” to commitment and participatory decisions.<\/strong> The idea that mobilizing human effort requires a legion of supervisors and bureaucrats is an anachronism that, like any “legacy”, refuses to disappear. The new models of value creation are not based on the obedience and diligence of people, but on the commitment, initiative, and creativity of people, and these are contributions that cannot be “commanded”, but must be “deserved”. 5.<\/strong> From insurmountable functional “silos” to organizations without borders.<\/strong> The Network allows us to participate, create and learn collaboratively in open structures based on trust. <\/p>\n

The boundaries of our organizations are becoming liquid<\/a>. Decision-making processes must be free of bias, and they must take advantage of the collective knowledge of the entire organization. 6. <\/strong>From “here we do it this way” to diversity and open innovation.<\/strong> The Net has become a gigantic platform for collaboration that every day teaches us a basic rule: sharing is the most powerful way to create value. Today we can all learn, we can grow and develop, we can create and innovate and give meaning to our lives in global networks based on transparency, authenticity and trust. <\/p>\n

7. <\/strong>From the “Comfort Zone<\/a>” of the past to the “Zone of Excellence” of the future.<\/strong> To leave the zone in which we feel comfortable managing the Status Quo, we must drastically reduce the weight and strength of the past, facilitate innovation, empower renegades and disarm the “passion killers”. 8.<\/strong> From the fear of making decisions to the management of creative and productive uncertainty.<\/strong> Lack of trust and fear are toxic elements that prevent innovation and commitment, and therefore must be eliminated from the management systems of the future. As Pilar Jeric\u00f3<\/a> explains in her book<\/a>, fear prevents us from making decisions and being creative, it plunges us into insecurity and prevents us from developing our potential. 9.<\/strong> From one-way communication to interactive open dialogue. <\/strong> To lead is to converse<\/a>. We must actively participate in the conversations between our customers, our suppliers and our own employees. Only then can we know what to do and what to stop doing; what new products and services our customers demand; and what kind of organizations we should design to attract and retain new digital talent. 10.<\/strong> From organizational opacity to value-added transparency<\/a>.<\/strong> Crowdsourcing has a radical impact on the transparency of organizations. Similar to what has happened with the Internet in markets \u2013 we have seen that it has created more efficient markets \u2013 transparency in organizations creates more flexible and efficient organizations. Transparency must be a value practiced at all levels. We need to be truthful about the shortcomings and challenges we face.<\/p>\n

What are your proposals?<\/h3>\n

We will surely agree that if everything changes around us, we also have to change. And that the time has come to innovate. Now you know my proposal, which consists of putting into practice a new adaptive leadership, based on the basic principles of the theory of evolution: variety, selection and retention. <\/strong> <\/p>\n

I think your turn has come.<\/span> <\/span><\/strong>Do you think that by changing a small percentage of the organization’s DNA we will be able to change everything? Or do you think it is better to start from 0? What has been your experience? I would like to know what your opinion is. My experience tells me that we still have a long way to go, and that this exploration must be shared<\/strong>, because there are no longer omnipotent and visionary leaders, capable of finding the answer to everything. I am sure that, between all of us, we will find the formula to turn our traditional structures into authentic 2.0 organizations; that is, into organizations prepared to successfully face the challenges of the future. <\/p>\n[\/vc_column_text][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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The Age of Collaboration is a time of deep economic, social and environmental interdependencies. 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Organizations must seek a new balance between hierarchy as a guarantor of predictability and control and\u2026","rel":"","context":"In "Organizations 2.0"","block_context":{"text":"Organizations 2.0","link":"https:\/\/cabreramc.com\/en\/category\/organizations\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2017\/11\/Revista_Telos-227x300.png?resize=350%2C200&ssl=1","width":350,"height":200},"classes":[]},{"id":31875,"url":"https:\/\/cabreramc.com\/en\/the-organization-as-an-innovation-ecosystem\/","url_meta":{"origin":38396,"position":5},"title":"The organization as an innovation ecosystem","author":"Jos\u00e9 Cabrera","date":"May 17, 2024","format":false,"excerpt":"[vc_row type=\"in_container\" full_screen_row_position=\"middle\" column_margin=\"default\" column_direction=\"default\" column_direction_tablet=\"default\" column_direction_phone=\"default\" scene_position=\"center\" text_color=\"dark\" text_align=\"left\" row_border_radius=\"none\" row_border_radius_applies=\"bg\" overlay_strength=\"0.3\" gradient_direction=\"left_to_right\" shape_divider_position=\"bottom\" bg_image_animation=\"none\"][vc_column column_padding=\"no-extra-padding\" column_padding_tablet=\"inherit\" column_padding_phone=\"inherit\" column_padding_position=\"all\" background_color_opacity=\"1\" background_hover_color_opacity=\"1\" column_shadow=\"none\" column_border_radius=\"none\" column_link_target=\"_self\" gradient_direction=\"left_to_right\" overlay_strength=\"0.3\" width=\"1\/1\" tablet_width_inherit=\"default\" tablet_text_alignment=\"default\" phone_text_alignment=\"default\" column_border_width=\"none\" column_border_style=\"solid\" bg_image_animation=\"none\"][vc_column_text] It's time for us to give up the limits we've placed on our organizations, it's time\u2026","rel":"","context":"In "Netarchy"","block_context":{"text":"Netarchy","link":"https:\/\/cabreramc.com\/en\/category\/netarchy\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2023\/08\/Abundance_3.png?fit=961%2C481&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2023\/08\/Abundance_3.png?fit=961%2C481&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2023\/08\/Abundance_3.png?fit=961%2C481&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2023\/08\/Abundance_3.png?fit=961%2C481&ssl=1&resize=700%2C400 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