These agreements are called Colleague Letters of Understanding (CLOUs, pronounced "clues"), and each one is renegotiated annually. There are about 3,000 total CLOUs in effect at any given time, connecting workers in a web of shared responsibilities and expectations.
If you need an expensive new piece of manufacturing equipment to fulfill your CLOU, you go ahead and buy it without needing permission. If you need an additional worker to make good on your division's promised output, you go ahead and hire her.
This doesn't mean you're operating in a vacuum: You are still expected to consult widely with your colleagues to get their input before making any major moves. At the end of the year, each unit must defend its performance to its peers. And compensation is determined by a panel of co-workers that will carefully assess your worth to the firm.
Almost impossible to imagine this working smoothly at a company with any more than, say, 25 workers, right? And yet as of 2010, Morning Star had 400 full-time employees and $700 million in annual revenue, had grown its profits at a double-digit pace over the past two decades, and dealt with 25 to 30 per cent of all tomatoes processed in the United States. Who needs hierarchies?
Of course, self-managed workplaces don't always operate quite this smoothly. Consider the story of Oticon, a Danish hearing-aid maker that got left behind in the 1980s when the industry began to shift from behind-the-ear to in-ear models.
In need of a radical shake-up, the company switched its structure in 1991 to become what it dubbed a "spaghetti organisation" - flexible but coherent. Everything became project-based, with individual employees free to launch their own initiatives and to lure their co-workers to leap on board.
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At first, the company benefited, with improved product innovation and, soon after, a boost to financial performance. But by 1996, Oticon was beginning to retreat to a more traditional corporate structure.
What went wrong? In large part, the company didn't fully commit to self-management, and selective intervention by higher-ups (the fact that there were still higher-ups reveals that Oticon hadn't gone entirely bossless) undermined confidence in the system.
But to the extent that there were problems with the spaghetti structure itself, they mostly stemmed from the fact that employees were hopping around too much between different projects, glomming onto the sexiest tasks at the expense of more worthy ones, or overextending themselves by signing on to too many responsibilities at once.
The difference between Morning Star and Oticon may lie in their origins. Oticon attempted to reform itself into a spaghetti organisation. Morning Star was nonhierarchical from the start - the brainchild of its CEO, a business school graduate with a strong vision of a flat firm.
While truly self-managed workplaces are rare, many modern companies have gotten flatter. Hierarchies are less rigid, roles more fluid. Perhaps the biggest obstacle to eliminating managers is the obvious one: the managers themselves. They see no reason to doubt their own value, and, at least for now, they're in charge. Good luck convincing them to fire themselves.
Stevenson, a frequent contributor to Slate, is author of Grounded: A Down to Earth Journey Around the World.
- Slate
