ABSTRACT
This chapter describes what the conditions for self-organizing teams and companies are and what leaders can do to foster self-organization to better deal with complex business environments. It provides systemic explanation of some tools and practises that highly successful Finnish IT companies have used to create shared leadership, learning, organizational cohesion and transparency. The mind-set of these alternative organizations is customer-centred and systemic instead of the traditional linear, power-cascading comparisons. They have maximized simultaneous customer focus, organizational cohesion and meaningful, empowered work for employees.
