In most definitions of organic and mechanical/mechanistic organizations the role of hierarchies takes a center place.

Conventional definitions break down into two major categories:

- the context is business

- the context is historical

Conventional business definitions almost always miss the point entirely; they are simply unable to grasp the concept of organic organization. This should not come as a surprise, since the concept goes way beyond the boundaries of business.

Conventional historical definitions are very interesting, but not relevant here.

The point I briefly want to make is this:

Organic organization is in polar opposition to how business thinks about it.

It is based on hierarchies that are not based on functions and jobs, but the other way around: specialization (be it functions, jobs or other) is the result of (organic) hierarchical position.

Organic hierarchical positions are based on the function of vertical integration, as opposed to business where the foundation is specialization and integration is highly mechanical and unsuccessful.

Important note:

To turn business organizations into organic organizations is a logical impossibility.

It is however possible for business to enable the emergence of some organicity within an otherwise mechanical system.

When done successfully it MAY result in

- increased organizational creativity and innovation

- strengthened organizational identity

- the emergence of essential leadership

Innovation (to a larger degree), organizational identity and essential leadership (to a lesser degree) occupy top spots on the executive agenda; if we thoroughly think through the implications of these three factors, we see that triggering some organicity in business has tremendous importance.

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