The Quintessential Organisation is a concept twenty five years and more in the making. Now exemplified and championed IRL (in real life) in the form of TheQuintessentialGroup.
But why? Why does the world need yet another take on how to organise effectively?
We at TheQuintessentialGroup believe it’s time for a new approach to organisations for the technology age. An approach founded in the latest research in sociology, neuroscience, group dynamics, etc. And yet at the same time an approach rooted in ten thousand years and more of human history, community and evolution.
Yet, this doesn’t really hit the “Why?” Nail on the head, does it?
So here’s why:
The world of work, and especially the world of collaborative knowledge work hasn’t changed much from the way slave plantations were organised and run in the 18th and 19th centuries. We have all been wage-slaves for so long that we’ve lost sight of our bondage and servitude. We at TheQuintessentialGroup believe that work can be joyous, emotionally rewarding and a means to grow compassionate, supportive communities. Communities where folks go out of their way to help and support each other, for the sheer joy of it. Communities where human connections, community and joy replace wage-slavery, bondage and servitude. And thereby convert a world of “work” into a world of play.
Put another way, the Quintessential organisation is one which makes the most money, and produces the best quality. NOT because it focusses on these goals, but because it focusses on the well-being of the people, communities and societies whose lives it touches. These conventional goals and measures of success are inevitable consequences of the quintessential.
Come join us in our mission to overthrow the world of work. Come play with us, on behalf of our clients, or as clients. Place your business with us and see how we focus on attending to your personal and company needs.
– Ian and Bob
Rosenthal, C. (2013). Plantations Practiced Modern Management. [online] Harvard Business Review. Available at: https://hbr.org/2013/09/plantations-practiced-modern-management.
Kay, J.A. (2012). Obliquity: Why Our Goals Are Best Achieved Indirectly. Penguin.