OP-ED #20 · Liviu Tudor, President and Founder of Genesis Property
How to shift the paradigm without causing organisational shock
Once you understand that KPIs no longer work and that leadership needs to be redefined, the most practical – and, for many leaders, the most uncomfortable – question arises:
How do you get from here to there?
How do you transition from:
- organisations built on control,
- hierarchies,
- evaluation,
- performance pressure,
to:
- ecosystems of becoming,
- jazz-like communities,
- contextual leadership,
- intrinsic motivation,
without compromising operational stability?
The short answer: not through sudden disruption, but through a supported transition.
Why abrupt transitions fail
Organisational history makes one thing clear: radical transformations imposed from the top almost always generate resistance, cynicism or collapse.
The reasons are straightforward:
- people tie their identities to established roles,
- psychological safety is threatened,
- the new language is perceived as ideological,
- the old systems continue to operate beneath the surface.
The Age of Becoming cannot be imposed by decree.
It must be learned.
The core principle of the transition: a dual system
The transition to Yunity can only work if two systems coexist for a period of time:
The existing system
– necessary for operational stability, contracts, deliverables and economic accountability.
The new system (Yunity)
– a protected space for exploration, becoming and post-KPI organisation.
The fundamental mistake is attempting to replace the first system entirely before the second has been understood and internalised.
Stage 1: Separating spaces, not people
The first step is not to change the organisational chart.
It is to separate the contexts.
Yunity is not introduced as:
- “the new rule”,
- “the new way of working”,
- “the new mandatory culture”.
It is introduced as:
- an optional space,
- a different framework,
- a clearly defined alternative.
People enter Yunity by choice, not through coercion.
This separation immediately reduces resistance.
Stage 2: Piloting without KPIs
Within Yunity:
- KPIs are suspended,
- performance reviews disappear,
- competition is discouraged.
They are replaced by:
- reflective conversations,
- contextual feedback,
- AGI-assisted guidance,
- natural rhythms of engagement.
Importantly, Yunity’s effectiveness is not “proven” through conventional metrics.
Instead, attention is paid to:
- energy levels,
- the quality of collaboration,
- the emergence of genuine initiative,
- the reduction of psychological tension.
Stage 3: The emergence of a visible difference
After a period of time – usually months rather than years – a predictable phenomenon begins to emerge:
people who spend time in Yunity become:
- clearer,
- more balanced,
- more creative,
- more collaborative.
This difference is not promoted. It is simply visible.
At that point, Yunity is no longer “an experiment”. It becomes a cultural magnet.
Stage 4: The positive contamination of the existing system
Only now does the real transformation begin.
Practices from Yunity start to be adopted naturally within the traditional system:
- fewer unnecessary KPIs,
- more qualitative feedback,
- greater autonomy,
- less micromanagement.
This “contamination” works because it:
- is not imposed,
- is not ideological,
- does not immediately threaten existing structures.
The role of leaders during the transition
At this stage, the role of leaders is critical.
A good leader:
- protects Yunity from the pressure to “perform”,
- translates the new language into accessible terms,
- addresses legitimate anxieties,
- accepts periods of ambiguity.
The greatest risk is that leaders will:
- demand results too soon,
- reintroduce KPIs “only temporarily”,
- turn Yunity into another HR tool.
When that happens, the process dies.
The role of AGI in the transition
AGI is essential precisely because it:
- can manage parallel complexity,
- can detect invisible tensions,
- can suggest adjustments without judgement,
- can provide personalised guidance.
AGI does not accelerate the transition.
AGI stabilises it.
What this transition is NOT
It is important to state explicitly what Yunity is not:
- it is not a wellbeing programme,
- it is not an additional employee benefit,
- it is not an employer-branding initiative,
- it is not a method for getting “more out of people”.
It is a paradigm shift in how we understand the meaning of work and organisation.
How you know the transition is working
The signs are not found in reports.
They are found in behaviour:
- people stop asking, “What is my KPI?”,
- they stop engaging in organisational theatre,
- they stop seeking artificial validation,
- they begin to say “no” without fear,
- projects emerge without having been requested.
At that point, the Age of Becoming is no longer a concept.
It is already here.
Note: This article was produced with the assistance of artificial intelligence tools, which were used to structure and refine the content. The ideas and editorial responsibility belong to the author.
