There will always be hierarchy in companies…

The money and source work described here is based on the peterkoenigsystem®. I am very grateful to Peter König for allowing me to use his findings in my work.

Hierarchy is part of nature. They’ve always been there and they always will be.

According to the source principles, an organization is built up that follows transparent, comprehensible “currents”.

It has a hierarchy.

This is a good thing, because hierarchy is important in companies.

But the hierarchy of source principles corresponds to a natural order, no (artificial) command and control structure.

Companies that rely on concepts of self-organization (such as agility, collegial leadership, Holacracy® or Sociocracy 3.0) also have a hierarchy.

Here, however, it is primarily a hierarchy that follows the requirements of the market, the tasks to be performed or the value streams.

Accordingly, these are mapped in suitable circular structures. Leadership can be perceived by every employee.

The source principles thus harmonize excellently with classical, but above all with modern organizational approaches. They make the connections clearer and more comprehensible.

The clarification of who the source is for what is important and differs from mere delegation because it is a matter of developing the respective source field on one’s own responsibility.

Individual employees are also sources. The sources of the solutions they develop in their respective areas of responsibility. Thus, this principle is congruent with self-management in modern organizational approaches. Being a source means being a real leader.

Source work creates a ground and an attitude that enables and promotes the development of potential.

It is important that the source of origin has a clear vision. Only then can it develop the energy to turn its vision into reality and develop an effective strategy. The vision is both a link and a catalyst, as we will see in the last part.

Tasks of the source(s)

A source (subsource) has three main tasks, which represent a full time job:

  1. Receive the vision and ideas and derive a strategy from them (see last part).
  2. Clarify, decide and communicate the next concrete steps
  3. Preserve the boundary of your own source field. Nothing should happen in the field that cannot be carried by the source. The source field must be constantly maintained. The employees themselves know best what needs to be done.

Leadership is therefore an essential source task.

To look at obstacles in initiatives or organisations with the source lens means to recognize where development has to take place. Source work is therefore development work at the company.

These basic principles are ancient and Peter König does not claim to have invented them. Rather, he has found a new, simple and intuitive language that describes very vividly how to realize projects and successfully develop companies.

Source Principles and Business Succession

The correct transfer of the source is crucial for the continued existence of a company or a project. If one heeds the source principles, frequent mistakes can be avoided.

It is important that if a source wants to take its initiative and wants its initiative to continue to flourish well, it must make a clear, orderly handover.

With an understanding of the source principles, this can only be done from the bottom of the heart.

For a good exchange, it takes two people. Handover and Acceptance. What is handed over are primarily the values, the current vision (in its current state) and the energy and spirit that the source has provided for their initiative / business.

Only then is it about the company itself. To the employees, the company assets, the processes, the customers.

The quintessence of the handover process is that the values do not change, the vision can develop!

The vision has already been mentioned several times. It is the content of the eighth and final part of this series.