The Loop Approach® is a transformation process that helps teams collaborate effectively. It did not come into being out of nowhere; we developed it based on many insightful ideas, theories, and practices that inspire us in our daily work and on which we rely.

The tools and methods may appear very different, but they often express a very similar mindset. Ultimately, this mindset is what we believe defines the organization of the future. In the end, we aim to instill certain principles within an organization that shape the thinking and actions of its people.

The organization of the future relies on autonomy and self-organization. Each team and every individual within a team is capable of acting independently and making decisions. This makes an organization agile in the sense of being quick to adapt and take action. An organization can only act swiftly at the periphery if there are autonomous teams and individuals who can organize themselves without having to first appear before committees and governance boards.

More and more companies are focusing on their purpose. It’s about a deeper meaning and a common foundation that everyone in the organization can not only understand but also emotionally connect with. The purpose is the great common denominator: it fosters identification and allows navigation through significant uncertainty. In times of increased complexity and rapid change, it provides a fundamental stability that goals and strategies cannot offer.

The perhaps most important message of The Loop Approach® is: Transformation starts with you. Everyone can begin to make changes in their own sphere of influence, taking small steps. This should also be reflected in the language we use: 'I need...,' 'I feel...,' 'I see it this way...' The organization of the future gives its members the space to start with themselves, to take full responsibility for their own actions, and thus to serve as a role model for others. That is all any of us can do, and it is all that is necessary.

Thinking in terms of problems has a long-standing tradition in the power dynamics of classical organizations: Those who find problems, especially with a colleague with whom they are competing for a position, are considered successful. In the organization of the future, this will be different. While it will still be important to identify problems and weaknesses, it will no longer be sufficient to merely name them. Instead, a solution-oriented mindset is needed: 'I observe the following problem: ..., for which I propose the following solution.'

Thinking in solutions is indeed a shift in mindset, but fundamentally it is simply a continuation of thinking in problems. Those who excel at the latter can learn the former.

Where it used to be often about either-or, today it is becoming more important to think in terms of both-and. Those who want to succeed in complex environments must cooperate and strive for win-win solutions. Organizations that are designed more as networks and less as collections of silos can only function if shared successes are the goal—this also includes external partners.

Transparency and open communication are increasingly replacing secrecy and opacity. All practices and schools in the world of new work emphasize radical openness. In complex systems, it is often unclear which information will be helpful at any given point, and the only way to manage this is to make information as widely available as possible.

This attitude is particularly evident in movements like Design Thinking, but Holacracy, with its continuous governance process and the constant questioning of 'Is it safe enough to try?' also aims in this direction: In a complex world, it’s about continuous progress and constant experimentation.

People should be able to present the fullness of their entire personality in the workplace. They are no longer equated with the role or position they hold; instead, they exist as individuals. This distinction allows for a rethinking of responsibility in the organization of the future: Besides me as a person, there is me as the bearer of a role. And I can embody not just one role, but many different ones. In the past, the boss was simply the boss; today, every employee can fulfill one function here and another there—and still be present as a person.

Where in the pyramid, egos primarily struggle against one another, the future will increasingly focus on personal development 'from Ego to Self.' In such an organization, employees do not compete to see who is the best and who gets the biggest piece of the pie; rather, they commit themselves to a greater purpose. Humbly, they dedicate themselves to the significant challenge of better understanding themselves as individuals.

Every person who operates within an organization acts as a kind of sensor. Each of us constantly perceives tensions and notices that something could be different from what it currently is. Tensions are initially just feelings. However, they can be translated into concrete problems, ideas, and questions. Although the term 'tensions' has a rather negative connotation in German, we view them as something positive: as a driver of change, as the fuel of the organization. But to harness this potential, effective methods are needed: only then can tensions be made visible, addressed, and transformed into meaningful changes.

In the organization of the future, anyone can lead—not just themselves, but also others. This occurs from their respective roles. Where I am an expert, I lead others by taking responsibility and making decisions. The idea that anyone can lead depending on the situation and topic makes the world of organizations more complex, but it also makes a company significantly more effective. In our current world, we need experts who possess local knowledge and can make quick decisions within their areas of expertise. No manager, no matter how powerful, can accomplish this across multiple areas in constantly changing environments.

Effective organizations are primarily one thing: a collection of strong, capable teams. Those who want to make an organization future-ready must strengthen the teams that make it up. Only when teams are able to solve all the problems they encounter on their own can the vision of a decentralized organization become a reality.