The Democratic Enterprise: Liberating Your Business with Freedom, Flexibility and Commitment

The Democratic Enterprise: Liberating Your Business with Freedom, Flexibility and Commitment

by Lynda Gratton



Product Details

ISBN-13: 9780273675280
Publisher: FT Press
Publication date: 03/15/2004
Pages: 254
Product dimensions: 6.42(w) x 9.60(h) x 0.90(d)

About the Author


Professor Lynda Gratton is Associate Professor of Organizational Behaviour at London Business School and a global authority on the people implications of strategy. At London Business School she directs the world-renowned executive programme ‘Human Resource Strategy in Transforming Organizations.' 


Her ideas about human resource strategy have profoundly influenced managers all over the world. Her book Living Strategy: putting people at the heart of corporate purpose published by FT Prentice Hall in 2000 has become a classic for HR professionals and an important part of the toolkit for line managers.


Over the last decade Dr Gratton has created a clear agenda for how organizations can become inspiring and meaningful. How each can become a ‘democratic enterprise'.

Table of Contents

1Citizens' Tales
The story of Greg Grimshaw at BP3
Why Greg is important to the success of BP6
What Greg has done to be the best he could be8
What BP has done to help Greg become the best he could be9
The story of Nina Bhatia at McKinsey10
Why Nina is important to the success of McKinsey13
What Nina has done to become the best she could be14
What McKinsey has done to support Nina to be the best she could be15
The story of Stewart Kearney at BT16
Why Stewart is important to the success of BT18
What Stewart has done to be the best he could be19
What BT has done to support Stewart to be the best he could be20
The value of the Democratic Enterprise21
2What Democracy Means
A short history of democracy26
Classical democracy26
Liberal democracy28
Direct democracy29
Competitive, elitist democracy30
Legal democracy31
The tenets of the Democratic Enterprise33
Tenet 1An adult-to-adult relationship36
Tenet 2Individuals as investors37
Tenet 3The expression of diverse qualities38
Tenet 4Participation in the determination of conditions of association40
Tenet 5The liberty of some individuals is not at the expense of others41
Tenet 6Accountabilities and obligations42
3Democracy at Work
The Democracy Study44
Tenet 1An adult-to-adult relationship44
Tenet 2Individuals as investors47
Tenet 3The expression of diverse qualities49
Tenet 4Participation in the conditions of association51
Tenet 5The liberty of some individuals is not at the expense of others54
Tenet 6Accountabilities and obligations56
The state of enterprise democracy59
Why are some companies more democratic than others?65
4The Drivers to Democracy
The first force of democracy: the shift in individuals69
The baby boomers want a life70
Generations X and Y want autonomy and choice72
The second force of democracy: the shift in technology74
Support for individual autonomy78
Support for flexibility and variety79
5Building Individual Autonomy
The citizen investor82
The elements of human capital83
Intellectual capital85
Emotional capital88
Social capital90
Leveraging human capital94
How individuals become autonomous97
Becoming aware100
Becoming reflective103
Creating models105
Taking action108
How organizations support autonomy110
Supporting awareness111
Encouraging reflection114
Assisting model building115
How organizations understand employees117
Building employee insight at Tesco119
6Crafting Organizational Variety
Pioneers of democracy128
Variety of job assignments: BP130
Variety of job assignments: the insights133
Variety of projects and task forces: McKinsey135
Variety of projects and task forces: the insights138
Choice of job content: Sony140
Variety of job content: the insights145
Choice of training: Unisys147
Variety in training: the insights151
Choice of developmental relationships: Goldman Sachs153
Variety in relationships: the insights156
Choice of rewards and benefits: AstraZeneca158
Variety in rewards and benefits: the insights160
Choice of location: BT161
Variety in location: the insights163
Choice of time: HP166
Variety in time: the insights168
The lessons of building variety169
1Map of terrain of sacrifice171
2Continuously expand variety171
3Prepare for variety to educate172
4Be prepared to tinker173
5Create rich information173
6Keep the rules simple175
7Shaping Shared Purpose
Accountabilities and obligations181
The obligations of clients183
The obligations of the firm184
The obligation of the members186
Trust and power188
8Leaders and Citizens at Work
The role of the leader195
The leader as philosopher195
The leader as visionary197
The role of the team leader198
The team leader as creator of space198
The team leader as goal setter199
The team leader as role model200
The team leader as mentor and coach201
The HR role203
Creator of employee insight203
Builder of trials and experiments204
9The Five Good Reasons to Become a Democratic Enterprise
Employees who experience democracy are more engaged208
Democratic enterprises create win-win solutions211
Democratic enterprises are more just and fair215
Democratic enterprises are more agile218
Democratic enterprises are more able to integrate220

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