No1: There are many examples of cultural change in organisations failing. This often happens as management is in control of the power of change. There are generally more terrorists and dinosaurs in existing management structures who fear change and put in sophisticated blocks to stop it happening. Most people at the coalface of the organisation will embrace change but they are just waiting for some good leadership from the top.

No2: Many organisations discourage their people from bringing their brains to work. They do extraordinary things at home, like running amateur football teams, having extraordinary hobbies. Job descriptions are a great stopper. Give your people the opportunity to bring their brains to work and their hearts will follow.

No3: Teams should be multi-skilled. Get people to do the things they like to do in the team for the greater good of the team. Teach them about cost accountancy - it only takes one hour to train them in this skill. Get them to set their own budgets and targets.

No4: All organisations consist of 20% of people who are 'doers', 60% of people who are 'watchers' and 20% of people who are dinosaurs. Move the 60% who are watchers to be like the 20% of doers. You will have 80% of the people trying to improve the performance of the organisation. Never worry about the dinosaurs. They will disappear because they will not embrace change.

No5: Why come to work in a fixed working week when your workload and flow is like a serpent moving up and down? Look to change to an annualised hours contract of employment.

No6: All employees must be multi-skilled. New starters may arrive with one core skill but with training and the right motivation their skill base should be increased to the right number that the team requires to meet their goals.

No7: The most important people in a flat organisation today are team leaders. The first quality they need is they must be a leader. Leaders can come from very different backgrounds. They must be coaches and facilitators to develop their teams to take on more responsibility to achieve the company's aims.

No8: To carry out any activity you require all of the above to be in place to carry out the task. Unfortunately the balls are rarely in balance. This creates overtime and the loss of many small pockets of time. Look at annualised hours to solve this problem.

No9: Get rid of the job descriptions and titles. They get in the way. Put everybody on a salary and go for an annualised hours contract.

No10: You will, as a leader, have to be autocratic at times to get things done. Then you must be democratic to get people to own the decisions.

No11: Don't employ people as skilled, semi-skilled and unskilled or as admin. assistance and professionals. Salaries should reflect the contribution each person makes to the success of the organisation. Let people set their own salaries against an agreed budget and target. Remember salaries are just a cost to the organisation like heating, lighting and materials.

No12: Make sure everybody feels equally valued by the organisation.

No13: Empower but support your teams. Let them look after customers directly. Give them the tools and the training so that they can give outstanding customer service. They are quite capable of producing delivery notes and invoices and making many of the perceived management decisions.

No14: Change the focus to getting the work done and then go home. Don't stay at work if you can't add value and do a full quality hour.

No15: Sometimes things may go wrong so you may have to stay late. If teams are really in control this will rarely happen.

No16: Follow the flow of your customers' demands on your capacity. Only come to work when you need to.

No17:Everybody in the organisation wants to do a good job at work. It's the system that stops them.

No18:Always form up teams with people from different departments, skills and backgrounds. Give them a common focus and they will start talking to each other.

No19: To make teams work together they need short and long term goals which they own. Being in control is a greater motivator than money.

No20: Hierarchical command and control organisations cannot cope with the dynamics of consumer global customer power.

No21: Turn the pyramid upside down. Customers at the top. Get your teams to look directly after customers, if not external, internal. Management's role is to support the teams in achieving their goals.