Company culture can be defined by how leaders and employees behave, engage in, and approach their work. It is an integral part of the shared identity, but very difficult to change once established.

Take Twitter, for example. Two months ago, after Elon Musk acquired the social media platform, he established himself as CEO. Many employees chose to leave the company, citing Musk’s leadership as the reason for doing so, proving that a CEO’s personality has a significant impact on company culture. for the kind of changes at Twitter that I can’t imagine any other CEO or entrepreneur making,” Andy Wu, an assistant professor at Harvard Business School, said in an interview with The Atlantic. “I think there is some logic to the madness.”

With the rise of Web3, that “logic” may also make sense for other companies. But according to Vijay Pereira, a professor at France’s NEOMA Business School, the future of leadership is decentralized and open source, with no central authority. So where does that leave Musk? “Once the new culture of Twitter takes hold, it will be time for it to move on,” Pereira said in an interview.

Pereira believes that hierarchical structures that favor top-down governance, like Musk’s Twitter, will give way to alternatives like tokenized stakeholder ownership. He considers Valve Corporation, for example, which currently operates without bosses or hierarchy. Its employee handbook, according to research, allows workers to swap projects at will, take time to develop their own ideas and build teams without directly reporting to anyone.

While this may be an extreme example of Holacracy, it is clear throughout the global economy that leadership is moving away from a top-down decision-making system and towards a more collaborative, bottom-up approach to a more collaborative process. democratic, concludes an investigation published by Harvard Business Review. But the shift from command and control to Holacracy isn’t just about how companies are structured or run. It’s about how people within those companies think about leadership and management. And this thinking, specifically with regard to bottom-up and collaborative approaches, has conceptualized the Decentralized Autonomous Organization (DAO).

A DAO is a decentralized and autonomous organization that can operate on blockchain technology. It is executed by rules coded in software and enforced by a network of computers (rather than people) working together. According to Hyungsuk Kang, CEO of Standard Protocol, a tokenized collateral platform, a DAO can transform organizations and society by catalyzing the transition from centralized to decentralized governance models. His company, the quintessential DAO, seeks to bring self-sovereignty and self-custodial decentralized finance to the world of alternative investing. Because after all, anyone with a smartphone can now participate in the global economy. “We wanted to use our Blockchain expertise to give back to the community, so we created the tools for them to participate in decentralized finance while retaining ownership of their digital assets,” Kang said in an interview.

According to research published by Harvard Technology Review, examples like this demonstrate how “Blockchain now extends far beyond the limits of its original fiscal purposes into the realm of chronicling cultural change within society.” After all, it is, according to another study, the facilitator of the Holacracy. Take the SIMBA chain. Its platform helps the United States Air Force (USAF) track the flow of money through its supply chain to determine how each dollar is spent, where it goes, and who benefits, enabling the USAF to reduce costs. and waste and increase transparency. According to Bryan Ritchie, CEO, “In many cases, companies do not adequately track the movement of their funds between different departments and vendors, negatively impacting accountability and predictability. Therefore, the technology enables organizations to track their budgets and transactions in a transparent and immutable ledger, which greatly improves financial oversight and, in turn, increases accountability and decision-making.” .

In this case, blockchain solves a problem that existed long before the technology was invented. The same is true of operating protocols: rules that govern how people and organizations interact with each other. Potentially the world’s first Web3 unified operating protocol, dappOS provides an operating system for the world of blockchain. It’s designed to be as easy to use as Apple’s iOS or Google’s Android, but with capabilities that empower users to manage their data.

“After all, blockchain is not just about money, it is about giving people control over their data – democratization,” Darren Mayberry, dappOS ecosystem head, said in an interview. He added: “The implications of democratization for leaders are significant. They need to adopt an increasingly open and participatory mindset, building cultures that are collaborative, inclusive and transparent”.

This perspective is consistent with a conclusion formed last month at the international conference web summit by panelists like Caitlin Ostroff, a The Wall Street Journal reporter. The attendees agreed that blockchain technology is democratizing power and transferring it from institutions to the hands of individuals. This is a trend that cannot be reversed, they said.

And so leaders clearly must adapt to this new era of decentralization by fostering cultures that are open to collaboration and transparency. Because by embracing decentralization, they can build cultures that are more transparent, democratic, and empowering.