From Hierarchy to Teal - The History of OpenNexus's Transformation

In the business world, there is increasing talk about organisations based on trust, responsibility, and team autonomy. However, few companies decide to follow this path consistently. The story of Open Nexus, its early years and its transformation towards the teal management model is told by Grzegorz Klimarczyk — the company's founder.

1. The beginnings of OpenNexus's transformation: A rebellion against rigid structures

Konrad Robert Żurek: Where did the idea for OpenNexus's transformation come from?

Grzegorz Klimarczyk: The idea matured for me around 2011–2012. At that time, I observed many organisations operating in very rigid, hierarchical structures. I was increasingly bothered by the fact that people were often treated more like resources than partners in co-creating value.

I saw enormous potential in building a company based on responsibility, mutual trust, and greater employee empowerment. I wanted to create a place where people could genuinely influence the direction of the organization's development, rather than just executing top-down orders.

Konrad Robert Żurek: What were the beginnings of the company and how was it managed?

Grzegorz Klimarczyk: Initially, we operated in a fairly traditional way. In fact, most entrepreneurs start in a similar way - the owner makes most of the decisions, controls many areas, and is responsible for practically everything.

However, over time, I began to see the limitations of such a model. The company was growing, more and more challenges were appearing, and at the same time, I could see more and more how important relationships, communication, and people's involvement are. It was then that the need to change the approach to management began to take shape within me.

2. Why Teal?

The teal organizational model (known as Teal) is based on three pillars: self-management, wholeness (being oneself at work), and the organization's evolutionary purpose.

Konrad Robert Żurek: What led you to become interested in the teal organizational model?

Grzegorz Klimarczyk: It was primarily the result of observing people and organizations. I saw that in many places, problems do not stem from a lack of competence, but from the management system itself. People often lack the space for autonomy, responsibility, and decision-making.

When I started learning about the concept of teal organizations, many things began to fall into a coherent whole for me. I understood that it was possible to build a company differently - more consciously, more maturely, and with greater trust in the team.

Konrad Robert Żurek: When did the organisational transformation begin?

Grzegorz Klimarczyk: It wasn't one specific moment, but a process spread over years. Organisational transformation doesn't happen overnight. First, there are individual changes in communication methods or decision-making, and only then does the entire organisational culture begin to change.

Most important for me was the move away from centralised decision-making and building an environment where people feel real responsibility for the company. That was in 2016, and the next stage was in 2020.

3. The winding road to freedom, i.e., implementation difficulties

Konrad Robert Żurek: What difficulties arose during the implementation of this model?

Grzegorz Klimarczyk: The biggest challenge is not the procedures, but a change in mindset - both on the part of leaders and the team. In traditional organizations, people are used to someone making decisions for them.

Teal requires maturity, openness, and a willingness to take responsibility. Not everyone finds themselves in such an environment immediately. Difficult conversations, conflicts, or moments of uncertainty have arisen. But at the same time, it was precisely thanks to this that the organization matured.

Konrad Robert Żurek: How did this change affect the atmosphere and engagement in the company?

Grzegorz Klimarczyk: A lot has changed. People have started to identify more strongly with the company and its direction of development. Communication openness and a sense of influence have increased.

Of course, such a model does not eliminate conflicts - quite the opposite. Conflicts still arise, but the organization learns to resolve them in a more conscious way. For me, this is one of the most important elements of company maturation.

4. Teal in practice: Decisions and procedures

Konrad Robert Żurek: What does decision-making and dispute resolution look like in practice?

Grzegorz Klimarczyk: The basis is direct communication. If a problem arises, the first step is a conversation between the people involved. If that doesn't help, other people or mediators are involved. The most important thing is not to sweep problems under the rug. The organization must have room for honest conversations and joint problem-solving.

Konrad Robert Żurek: Have you completely rejected traditional management models?

Grzegorz Klimarczyk: No. I believe that organizational models are not an all-or-nothing choice. Teal does not mean completely rejecting all structures or rules. It is rather about consciously selecting tools and building an environment based on responsibility.

There are areas where procedures or clearly defined rules are needed. However, the key is that they do not take away people's agency.

Konrad Robert Żurek: Can every company undergo such a transformation?

Grzegorz Klimarczyk: In my opinion, yes, but on the condition that the organization is ready for a change in work culture. It is not a matter of implementing a few new processes. It is a deep change in the approach to people, responsibility, and communication. Without trust and openness, such a model simply will not work, and the company will not survive in a market that will quickly verify this.

5. Open Nexus Foundations: Values and Limitations

Key values of Open Nexus today:

• Responsibility – taking initiative.
• Transparency – clear and open communication at every level.
• Development – continuous expansion of competencies and emotional maturity.
• Autonomy – room to act without permanent control.

Konrad Robert Żurek: What limitations do you see in the teal organizational model?

Grzegorz Klimarczyk: It is an extremely demanding model. It requires high organizational and emotional maturity. It cannot be implemented superficially or treated as a fashionable slogan.

The biggest challenge is maintaining communication quality with the growth of the organization. The bigger the company, the more important it is to maintain consistency in values and relationships.

6. Inspiration and future mission

Konrad Robert Żurek: You also mentioned a book. What was the inspiration for writing it?

Grzegorz Klimarczyk: I wanted to share my experiences building an organization based on values other than the classic management model. I care about showing that it is possible to create companies that are more humane, conscious, and socially responsible. A major inspiration for me was also the need to talk about education, social development, and the future of work.

Konrad Robert Żurek: In the book, you also refer to the 'Golden Circle' theory. How did it influence your approach to business?

Simon Sinek's 'Golden Circle' theory assumes that the most effective organizations communicate according to the pattern:
1. Why? (Why are we doing something/what is our goal?)
2. How? (How do we want to achieve it?)
3. What? (What exactly do we do?)

Grzegorz Klimarczyk: This theory influenced me very strongly. I believe that organizations should start by answering the question “why?”. Only then does 'how?' and 'what?' appear. When a company knows its deeper purpose, it is easier to build an organizational culture, make decisions, and attract people who identify with its values.

Konrad Robert Żurek: What drives you the most today?

Grzegorz Klimarczyk: The feeling that it is possible to really influence the way an organization functions and people's lives. I am interested in creating environments that support development, responsibility, and cooperation. I believe that business can be not only effective but also socially valuable.

Summary

Transforming an organization is a process that requires courage, consistency, and a willingness to change ways of thinking. However, the OpenNexus story shows that building a company based on trust and responsibility is possible - even if it requires time, humility, and continuous learning from mistakes.

Did the topic interest you? The book The Bossless Company (opens in a new tab) or the book Why Do You Need a Boss? (opens in a new tab) could be right for you.

Konrad Robert Żurek - a student of energy engineering at Poznan University of Technology. He graduated from an exceptional high school called "Zielone Liceum" in Milicz. He is a sailing enthusiast and instructor and is obtaining musical education (clarinet and piano). For many years, he has been a volunteer for the Pasterze Foundation. He likes discovering non-obvious solutions in management models and observing the effects of their implementation.