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A Radical Enterprise
Pioneering the Future of High-Performing Organizations
The fastest growing and most competitive organizations in the world have no bureaucracies, no bosses, and no bullshit. Discover the revolutionary shift to partnership and equality and the economic superiority that follows with A Radical Enterprise.
Purchase       Praise       Description       Author       Read Excerpt
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Praise for A Radical Enterprise
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“Matt takes years of intuition and learnings from the bleeding edge of hypergrowth software organizations and codifies them in a framework that applies to any knowledge-work business.  It's an exciting glimpse into the future of work we should all strive to achieve.”
—Ross Hale, CEO, Artium
“Management as we know it is a century-old, outdated technology; we need to radically reinvent how we organize and collaborate to rise to the challenges of our time, and this book offers some powerful tools for that journey.”
—Brian J. Robertson, author of Holacracy:
The New Management System for a Rapidly Changing World
"What I found most refreshing about this book is that it speaks to what is key and important to becoming a Radically Collaborative workplace and producing tangible results. And it's about how our world is going to metamorphosize from a system of domination to one of collaboration."
—Matt Perez, cofounder of Nearsoft and coauthor

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About the Book
The tomato sauce in your pantry. The raincoat in your closet. The smart TV hanging in your living room. What do all of these products have in common? Chances are they were created by organizations where colleagues self-allocate into teams based on intrinsic motivation. Where individuals self-manage their commitments to each other without the coercion of managers. And where teams launch new products and ventures on the market without the control of leaders.

These organizations represent a new, radically collaborative breed of corporation. Recently doubling in number and already comprising 8% of corporations around the world, scientists and researchers have discovered that radically collaborative organizations are more competitive on practically every meaningful financial measure. They enjoy higher market share, higher innovation, and higher customer satisfaction than their traditional corporate competitors—and they also enjoy higher engagement, loyalty, and motivation from their employees.

In this groundbreaking book, technology thought leader and organizational architect Matt K. Parker breaks down the counterintuitive principles and practices that radically collaborative organizations thrive on. By combining the latest insights from organizational science, sociology, and psychology, he illuminates four imperatives that all radically collaborative organizations must embrace in order to succeed: team autonomy, managerial devolution, deficiency gratification, and candid vulnerability.

Millions of workers around the world are collapsing under the weight of command-and-control culture. The crisis has reached its breaking point. Now is the time to embrace radical change. Discover the revolutionary shift to partnership and equality and the economic superiority that follows with A Radical Enterprise.
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Matt K. Parker is a writer, speaker, researcher, and third-generation programmer. Over the last two decades, he's played a variety of roles in the software industry, including developer, manager, director, and global head of engineering.

He has specialized in hyper-iterative software practices for the last decade, and is currently researching the experience of radically collaborative software makers.

He lives in a small village in Connecticut with his wife and three children. You can contact him by visiting mattkparker.com.

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An Excerpt
It’s summer 2021. Vaccinations to the COVID-19 virus have already reached a majority of American adults. Summer camps have reopened; schools are preparing for full, in-person enrollment in the fall; and businesses and governments are heralding a “return to normal.” Yet a quick glance at the articles of any major American news outlet paints a troubling picture:

A study by the Harvard Business School found that over 80% of workers don’t want to go back to the office full time, while a similar study from the global data intelligence company Morning Consult found that 40% of workers would rather quit than go back to the office full time.

Researchers at the global jobs site Monster.com found that “a whopping 95% of workers are considering changing jobs, and 92% are even willing to switch industries to find the right position”—a shift driven, at least in part, by “burnout and lack of growth opportunities.”

In April 2021, nearly four million Americans voluntarily quit their jobs—“the highest monthly number ever reported by the US Bureau of Labor Statistics” according to the Dallas News.

Yet, despite high unemployment, the US is experiencing critical labor shortages, according to the New York Times, with businesses from “the biggest metropolitan areas and from small towns” reporting a “catastrophic inability to hire.”

For the first time in history, a vast cross-section of workers are leaving the workforce en masse, leading the American economy to face an unprecedented crisis of voluntary unemployment that economists have dubbed “The Great Resignation.”

For some industries, like hospitality, this phenomenon was predictable. As the New York Times reports, unemployment insurance and pandemic relief-benefits often rival the former income of many hospitality workers, like waiters and cooks. Why go back to a job marked by low wages, long hours, and high stress—not to mention dangerous working conditions due to COVID-19—when you can make just as much money staying home, staying safe, and spending more time with your family? Or, as many of these former hospitality workers have done, why not choose to pursue a career in construction, commercial trucking, or even retail, where education requirements are commensurate yet wages are higher?

But what is perhaps less expected is that many highly paid knowledge workers—like programmers, designers, and product managers—are also quitting their jobs rather than go back to their offices. Although the popular image of the white collar knowledge worker includes high salaries, nine-to-five hours, and cushy benefits, the reality is that even before the pandemic knowledge workers were plagued by long hours and “always on” expectations from managers, leading to high levels of burnout and stress, which has only worsened during the pandemic, according to the Gallup.

At the same time, with their offices closed and their bosses physically removed, knowledge workers have experienced greater autonomy in their jobs and greater flexibility in their lives. Many have chosen to ditch a strict nine-to-five schedule, according to the Gallup report, preferring to shift their hours or spread their work tasks out throughout the day to achieve a better work/life balance (a factor that 83% of millennials rate as their number one consideration in their jobs). Others have taken their laptops into their backyards, to a park bench, or even a beach, allowing them to take advantage of the significant physical and mental health benefits of being outside that scientists have recently validated and quantified, according to a recent study.

Lastly, with less managerial oversight or interference, many knowledge workers have collaborated more freely with their peers (according to Harvard Business Review)—spending less time in large meetings and more time deciding among themselves what to do and how and when to do it.

So, as vaccinations roll out and as exasperated business owners clamor for a return to the office, knowledge workers have begun to ask themselves: “What do I stand to gain by going back—and what do I stand to lose?”

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