Traditional and Innovative Organizational Structures: the case of Teal

This thesis explores the evolution of organizational models from traditional bureaucratic forms toward emergent paradigms that emphasize autonomy, purpose and human-centered practices. The study examines the “Evolutionary-Teal” model as theorized by Frederic Laloux (2014), which is characterized by three defining breakthroughs: self-management, wholeness and evolutionary purpose. The research combines theoretical analysis with cases of organizations that have adopted Teal practices across different sectors and geographies. Particular attention is devoted to the Italian banking group Credem, one of the few examples in the financial services industry to experiment with Teal-inspired structures. The findings highlight both the potential of Teal organizations to overcome the limitations of traditional hierarchical models and the challenges of embedding such practices in complex institutional environments.