The periodic system of The Unorganization is a research project of SogetiLabs Research Institute VINT. It consists of 118 elements and is structured around the 8 organizational stereotypes of the Spiral Dynamics theory. The elements are based on books, people, tools, thoughts and theories coming from our explorations on digital technologies that we've started in 1994. For us it was a way of structuring our thoughts around a very lively debate on the future of organizations today. Clearly, what we see ahead of us, is a collaborative economy, rising from contemporary 'technological capitalism'. And that's only one step away from another disruptive wave as machines become more intelligent.

API-driven strategies, sharing infrastructures, micro-services, and new social connections are part of the collaborate future. But they are not only tools an organization can use in order to succeed.They are also external factors organizations need to adopt to to in order to stay alive. Likewise, the possibilities of robotization and automation in un-automated area's, can be seen as tools or change of external circumstances. Machine learning and capabilities of computers to understand and generate natural language leads to a new symbiosis between man and machines. It requires a new perspective of what it means to run an organization.

While resistance and misunderstanding mostly is structured around a mindset and existent value systems, we found it fruitful to take the concept of Spiral Dynamics into account. We twisted the concept a little to our needs in order to tell the story of how 'digital' came into the lives of organizations. If you are interested, we do advise you to read the book on Spiral Dynamics, since we only briefly

UnorganizingThe term 'Unorganizing' is coined twenty years ago. At that time, Serial entrepreneur Simon Buckingham was fascinated by the rise of distributed networks, by the use of simple text messages on mobile phones and by new team based project approaches. He concluded that 'unorganizing', getting rid of hierarchies and 'downstructure' the structures, is be the best way to cope with new technological possibilities. Simon, and many other thinkers at that time, also predicted the rise of 'technological capitalism'.

Stretching the organizationTechnological capitalism, making money from (digital) technology, dominated the economy for two decades. IBM, Microsoft, HP and later Apple, Facebook, Alibaba and Uber lifted the standard of business succes. Today, the awareness that organizations need to adopt to the course of (digital) technology, has never been bigger. At the same time we 'feel' that we've stretched organizations to their limits.

Dealing with changePsychology professor Clare Graves theorized that humans, in response to interaction of external conditions, develop new coping systems to solve existential problems. These coping systems, also called value systems, are in essence what makes an organization successful. The transformation from an analog to a digital world for instance - a change of external conditions - is therefore followed by a change in organizational structure, value system and culture. Bureaucracies for instance find it hard to compete with digital startups, as they lack the speed, the engagement of their employees and the understanding of digital needs of their customers. As soon as other value systems arise (other types of organizations), systems that are better in coping with the external conditions, the existing organizations need to fight for their lives.

I versus WeThis dynamic and theory of professor Graves is popularized by Don Beck and Christopher Cowan, who worked with Graves. They called it Spiral Dynamics. Basically it consists of 8 different sorts of coping systems, organizational stereotypes. Not numbered from 1 to 8, but defined by a color. Blue for instance stands for 'order' and is seen as the stereotype of The Bureaucracy. Orange stands for succes, the stereotype is the The Yuppie or The Selfie, with self interest as one of the key-holders of that culture. All born in the current era of technological capitalism. Going form one color to another inherently means a shift in the perspective on the individual. The I-central value systems are followed by a We-centric system (and again followed by I-centric systems and so on).

More that an organizational structure According to the theory of Spiral Dynamics, these coping systems should be seen as more more than only a organizational form or structure, or even an organizational culture. They are 'memes': a pervasive thought or thought pattern that replicates itself via cultural means; a parasitic code, a virus of the mind and contagious. In Spiral Dynamics they use the word vMemes, value memes. Part of the difficulty in de process of going from one organizational form to another, is caused by the fact that value systems are contagious. They spread like a virus in the whole of the society. Both Mihaly Csikszentmihalyi, a higly regarded psychologist and Richard Dawkins, the famous evolutionairy biologist, are seen as the originators of the idea of memes and memetics. Dawkins explains in depth how memes behave as if they were a physical virus through society in his book 'The Selfish Gene'.

1 Dd Dealing with Darwin

2 Vi Victorian Internet

3 An Always Already New

4 Yp Internet Yellow Pages

5 Nr New Rules for the New Economy

6 Tw Third Wave

7 Ct Clue Train Manifesto

8 Gu Growing Up Digital

9 Se Support Economy

10 Dd Digital Disruption

11 Ld Leading Digital

12 Sm In the Age of Spiritual Machines

13 Af Antifragile

14 Ro Reinventing Organisations

15 Am Agile Manifesto

16 Mi Management Innovation

17 Cs Calms

18 Pd Patrick Debois

19 As Andrew Shafer

20 Ds Daily Standup

21 Sq Squads

22 Tr Tribes

23 Rt Release Trains

24 Do Docker

25 Cd Continuous Delivery

26 Sm Spotify Model

27 Cm Chaos Monkey

28 Ls Lean Startup

29 Se Social Engineering

30 Ds Denial of Service

31 Dt Datatampering

32 Sp Spoofing

33 Pe Privilege Escalation

34 Dl Dataleaks

35 Re Repudiation

36 Oa Office Automation

37 Cc Command & Control

38 Rd Red Tape

39 Si Siloing

40 Sp Shirky Principle

41 Bb Better than Beatles Syndrome

42 Cn Computer Says No

43 Bj Bullshit Jobs

44 Bp Burning Platform Memorandum

45 Cd From Control to Drift

46 El Erooms Law

47 Bi Big Blue

48 Hp HP

49 Ms Microsoft

50 Ap Apple

51 Fb Facebook

52 Az Amazon

53 Ai Alibaba

54 Ab Alphabet

55 Bd Baidu

56 Ub Uber

57 Bb Airbnb

58 Sc SnapChat

59 Wa WhatsApp

60 Me Messaging

61 Te Tesla

Installatieperiode UitrolperiodeKantelperiode

Big Bang crashinstitutioneleherschikking volgende Big Bang

vorige grote golfbeweging

volgende grote golfbeweging

DIGITAL TRANSFORMATION

BUSINESS TRANSFORMATION

62 Cp Carlota Perez

63 St SMACT

64 Ia Information Addiction

65 Sf Selfies

66 Sl Silicon Valley

67 In Innovation

68 Dt Design Thinking

69 Al Apologize Later

70 Fr Freemium

71 Bb Big Bang

72 Ak Andrew Keen

73 Ds Downstructuring

74 Mb Minimum Viable Bureaucracy

75 Gs Groundswell

76 Jt Jean Tirol

77 Ns Network Society

78 Tc Transaction Cost Approach

79 Uf Uberfication

80 Me Mesh

81 Ft FinTech

82 Cd Creative Disruption

83 Jl Jaron Lanier

84 Pt Thomas Piketty

85 Bi Basic Income

86 Si Simon Sinek

87 Sh Sharing Economy

90 Ae Access Over Ownership

89 Ap Api Economy

90 Pe Purpose Economy

91 Pc Post Capitalism

92 Su Surveillance Economy

93 Bc Bellingcat

94 Pp Panama papers

95 Bc Blockchain

96 Oc Occupy

97 Si Synthetic Intelligence

98 Vi Viv

99 Be Bot Economy

100 Pf Peoplefication

101 Te Technological Unemployment

104

102 Re Robo Employees

103 Rb Robot Bosses

104 Ce Crypto Economy

105 Et Ethereum

106 Da Dec. Autonomous Organizations

107 Tp Telepresence

108 Sv Social Virtuality

109 Dk Daniel Kahneman

110 Dw Drone Wars

111 Rl Robot Laws

112 Ex Exoplanets

113 Ce Circular Economy

114 Qc Quantum Computing

115 Ho Holocracy

116 Si Singularity

117 Sp Sapiens

118 Sg Selfish Gene

119 Mm Meme Machine