Thomas Sargent
2011 Nobel Laureate in Economic Sciences | W.R. Berkley Professor, NYU | Senior Fellow, Hoover Institution | Co-Founder, QuantEcon
Author of Reinventing Organizations | Originator of the "Teal Organization" Paradigm | Authority on Self-Management & the Future of Work | Thinkers50-Ranked Thinker
Frederic Laloux is one of the world's most influential thinkers on the future of organizations. A former McKinsey partner, his landmark book Reinventing Organizations sparked a global movement and gave the world the "Teal organization" paradigm. On stage, he combines rigorous research with genuine hope, offering audiences a radically more human, self-managed, and purpose-driven vision of what work can become.
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Frederic Laloux is one of the most influential thinkers in the world on the future of organizations, the author whose landmark book Reinventing Organizations sparked a global movement toward radically more soulful, purposeful, and human ways of working. A former McKinsey associate partner turned corporate coach, he gave leaders everywhere a compelling answer to a question millions quietly ask: does work really have to feel this soul-crushing, and if not, what could it become instead?
Leadership speaker Frederic Laloux is best known for originating the concept of the “Teal organization.” Drawing on a study of pioneering companies operating on trust rather than fear, he showed that every time humanity has reached a new stage of consciousness, it has invented a more powerful way to structure and run organizations. His self-published 2014 book Reinventing Organizations became a genuine phenomenon, selling well over a million copies, translated into more than twenty languages, and earning a place on the Thinkers50 Management Classics Booklist.
Laloux’s framework maps how organizations have evolved through a series of developmental stages, each assigned a color, culminating in “Teal”: organizations built on three breakthroughs, self-management (replacing hierarchy with trust-based peer relationships), wholeness (inviting people to bring their full selves to work), and evolutionary purpose (letting the organization’s direction emerge rather than be dictated from the top). He grounded these ideas not in theory but in detailed case studies of real pioneers such as the Dutch healthcare provider Buurtzorg, the tomato processor Morning Star, and Patagonia. A former Associate Partner at McKinsey & Company with an MBA from INSEAD, Laloux has been ranked among the Thinkers50 most influential management thinkers, and his work continues to shape how a new generation of founders and leaders think about self-management and purpose.
As a speaker, Frederic Laloux offers audiences a rare combination of rigorous research, philosophical depth, and genuine hope about what work can become. He speaks on the future of organizations and management, self-management and distributed authority, building purpose-driven and human-centered cultures, and leading the transition beyond traditional hierarchy. Audiences leave with a profoundly different mental model of what an organization can be, and concrete inspiration from those already proving it works.
Drawing on his landmark book, Laloux takes audiences through the evolution of how humans organize, and reveals what comes next. He shows how a new kind of organization, more soulful, purposeful, and powerful, is already emerging, and gives leaders a research-grounded map for understanding where their own organization sits and where it could go.
Laloux unpacks the three breakthroughs at the heart of "Teal" organizations: self-management that replaces hierarchy with trust, wholeness that lets people bring their full selves to work, and evolutionary purpose that lets direction emerge. Using real-world pioneers, he shows leaders what these practices look like day to day, and why they outperform.
How do you run an organization without bosses, without chaos? Laloux draws on companies that have done it for decades, from Buurtzorg to Morning Star, to show how self-managing structures actually function: how decisions get made, conflict gets resolved, and salaries get set, giving leaders a practical sense of what distributing authority really requires.
Laloux confronts the epidemic of disengagement head-on, arguing that most organizations quietly drain meaning from work. He offers a hopeful, human-centered alternative: organizations that operate as living systems with a genuine sense of purpose, and shows leaders how to begin building cultures where people, and performance, can truly thrive.
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