At OHRMCon in New York, Red Hat CIO Lee Congdon shared a timely perspective on what enables modern organizations to adapt and thrive. As industries continue shifting from industrial-age models to information-driven ecosystems, many companies struggle to keep pace. The idea of the Open Organization, as Congdon explained, offers a practical and scalable way forward one that encourages collaboration, transparency, and agility.
Red Hat’s growth stands as proof. With a presence in over 80 countries and a workforce of 8,000, the company has achieved remarkable global cohesion without compromising flexibility. Nearly a quarter of Red Hat associates work remotely, yet their alignment remains strong thanks to clear communication practices and a culture that rewards engagement over hierarchy. Open source isn't just the foundation of Red Hat’s technology, it’s a principle that guides how ideas are developed, decisions are made, and teams are built. The keynote didn’t just spotlight an organizational model; it showed how openness can drive sustained impact when paired with structure and purpose.
What It Really Means to Be an Open Organization
Engaged Employees Fuel Enterprise Agility
Red Hat places engagement at the center of its operating model. Instead of waiting for disengagement to surface, the company actively tracks sentiment through internal surveys and feedback mechanisms. Coaching and mentorship are prioritized, not just for performance management but to build confidence and shared purpose. Communication isn't one-way; leaders and associates maintain ongoing dialogue using tools that bridge time zones and geographies. This consistency allows Red Hat to stay nimble, even as it scales globally.
Collaboration Beyond Hierarchies
At Red Hat, collaboration isn't confined to departments or job titles. Teams work across functions, geographies, and seniority levels using chat platforms, email threads, and collaborative documents. Contributions from all corners are encouraged, creating momentum through collective ownership. Associates aren't told what to execute, they help shape the direction. That decentralized approach allows the organization to respond faster to shifting demands and to build solutions with more user insight from the outset.
Decision-Making That Includes Everyone
Decisions at Red Hat unfold through a deliberate process. Draft proposals are shared widely, giving employees time to review, comment, and challenge assumptions. Feedback from multiple perspectives surfaces concerns early, often improving the end result. Once the review period closes, a designated leader makes the final call. While not every decision pleases everyone, participation builds understanding and buy-in. That clarity reduces resistance and speeds up adoption.
Core Traits of an Open Organization
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Engagement across all levels
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Transparent communication
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Distributed leadership
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Inclusion in decision-making
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Community-driven hiring
Why Culture Makes the Model Work
Talent Attraction Through Community Networks
Hiring at Red Hat isn’t confined to job boards or cold outreach. Many of the strongest candidates come through internal referrals and community ties. Associates who are deeply engaged in the open source world often recommend peers with proven skills and shared values. These recommendations shorten hiring timelines, reduce recruitment costs, and bring in individuals who already understand the collaborative and transparent culture. New hires arrive with both technical capabilities and cultural alignment, making onboarding faster and more effective.
Global Reach, Local Impact
Red Hat operates in more than 80 geographic locations, with over half of its workforce outside the United States. Despite the geographic spread, the core principles remain consistent. Open communication tools and shared values connect associates across time zones. Whether in Bangalore, Boston, or Berlin, the same commitment to contribution, transparency, and respect supports effective collaboration. This consistency allows teams to scale ideas without diluting intent or impact.
Open Isn’t Easy, But It Pays Off
Open decision-making can extend timelines, but it also reduces friction. When employees see their feedback acknowledged even if not always acted on, they feel heard. That recognition builds trust. Over time, it leads to a culture where change is less likely to face resistance, because it’s shaped by the people who live it. Lee Congdon’s keynote highlighted that agility grows from inclusion. The process may be slower at the start, but it delivers resilience when it counts.
FAQ Section
What is an Open Organization, really?
An open organization runs on principles of transparency, collaboration, and shared leadership. Instead of rigid hierarchies, decision-making and innovation are distributed. Employees contribute based on expertise and commitment, not just title. Communication is frequent and inclusive, allowing everyone to understand priorities and shape outcomes.
Doesn’t openness slow down decision-making?
Decisions may take longer to finalize, but the process includes broader input and reduces resistance. Drafts are circulated, comments are welcomed, and feedback is addressed. By the time a decision is made, it carries more buy-in and less friction, leading to faster adoption and better long-term results.
How does an open model help with hiring?
Engaged teams often bring in candidates who already fit the culture. Associates refer others from the open source community who have both technical skill and shared values. This reduces recruitment costs and shortens the time it takes to find qualified people. The result is stronger onboarding and longer retention.
Can open culture work across global teams?
It already does. Red Hat operates across more than 80 locations worldwide. Consistent values, clear communication, and collaborative tools keep teams aligned. Whether remote or in-office, employees stay connected through a shared purpose and culture that encourages input from everywhere.
Conclusion
The open organization isn’t built on tools, it runs on trust, engagement, and shared direction. Lee Congdon’s keynote at OHRMCon underscored how openness strengthens culture, increases agility, and makes companies more responsive to change. Red Hat’s steady growth and global cohesion offer proof that open isn’t a soft approach, it’s a powerful model. When teams are invited to shape decisions, they commit more deeply to results. When hiring is driven by values, retention and performance both improve. In fast-moving markets, the organizations that lead don’t rely on speed alone, they rely on alignment. Openness makes that alignment possible.