OpenBeam as a For-Purpose Enterprise
This is a living document to describe potential adoption of holacracy as a framework of collaboration.
It’s hoped by having OpenBeam using Holacracy other DMC projects/organizations may have the ah-ha moment to give it a try as well.
Table of Contents 1
Key benefits of a For-Purpose Enterprise 3
Implementation Steps 4
Collaboration Tools 6
Many social/economical development initiatives suffer from vertical organizational structures that have their origin in the industrial age of emphasizing command and control. Vertical structures are silo in nature and do not facilitate cross structural information sharing and individual accountability. They inadvertently create distrust and thwart innovation.
This project attempts to "beam" up an entity for Open Beam to demonstrate how a “PowerShifted” dynamic organization works. The result is that OpenBeam’s way of doing work becomes a proof point that we should let go of the traditional organizational model and adopt a holacratic framework to mobilize team effort.
There is also a belief that this way of work can pave the way for applying Holacracy to public, private initiatives such as the one being organically conducted in Rochester, MN. These initiatives are well intentioned but lack effective frameworks of engagement and therefore incurring wastages of financial and human-resources investments. Not to mention, frustration on the part of good-will participants.
As Open Beam evolves, we hope to use its progression as a catalyst for others to follow.
-True Purpose Institute components of the purpose statement
Al and Erik met 1-24-2019 and discussed these components of OpenBeam’s purpose -
EJL’s personal trusted source output
Startup based on encode model
LinkedIN Beam Group
How is Holacracy different from Collective Impact model?
How is this different from Open Source Software Development like Angular, React, Vue.js, etc.
Why does a For-Purpose-Enterprise require a distinct legal incorporation structure?
The For-Purpose Enterprise is a completely new type of power structure in an organization and requires a shift from a shareholder/Board of Directors Model to a purpose centric model. In a traditional organization, the Fiduciary is the Board to the Shareholders, whereas in a FPE the Fiduciary is the organization to the purpose. This PowerShift requires a new operating agreement for the organization. EJL