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Clarity principles, applied to organisational evolution

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Human organisations exhibit many of the same qualities as objects like cells or organisms [1]. With this in mind, the process of organisational evolution can be structured in the same four stages of the Clarity Model:



The in-depth research carried out to develop the Clarity Model, as well as his experiences as an international consultant for more than ten years, equip Daniel and his team to support organisations in their transformation processes.


Clarity Methodology 

Organisational evolution incorporates three major aspects that must develop simultaneously: technology, people and processes [2]. The following table shows the level of development of these three dimensions, at each stage:

Digital technology




The team that shapes the organisation has been formed but the "market fit" of its products or services has not yet been tested.

There is a basic and incipient use of digital tools.

The team solves challenges and faces tasks in an unstructured form.

Most of the processes are still tacit.


The organisation has proven its ability to preserve itself in its environment but still competes on a small scale. Its products and services are poorly differentiated from its competition.

Technological support systems have been formalised.

There are formal roles, but task assignment depends more on names rather than positions.

There are simple processes and procedures; general KPIs are used.


The organisation has grown, and is composed of several internal teams that collaborate with each other. However, there are still no competitive advantages in the production of products and services.

Technology is used to link and coordinate the different teams.

There is a well-defined structure, with profiles and functions for each team within the organisation.

The processes are formal and detailed, and the teams are goal-oriented.


In this stage, people, technology, and processes produce synergies with each other and generate economies of scale. As a result, the organisation is a leader of its industry.

Technology is the basis of production processes and value creation.

Team structures are optimised to exploit the full value of digital technology.

There are dynamic processes for feedback, continuous improvement and development of internal skills.

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