The result of the research and collective work has resulted in a model composed of 10 practices, 12 guardians, 4 rules and 4 organizational functions that optimize the flow of value of organizations in their ecosystems, and that transfer the strengths of the culture of the Internet to any organization or work team:

• Facilitating the satisfaction of all those involved (teams, clients...), internal and external communication, and the creation of common resources managed collaboratively.
• Using very low-cost digital tools, reducing the number of meetings and making them more effective.

Based on our experience as consultants, we promote the adoption of these elements around a central device: the Value Network Analysis. It is the map of an organization in its ecosystem that shows value exchanges from an organic, dynamic and systemic perspective. When everyone involved in a network shares a vision of how value is being created and distributed and what relationships and deliverables each role in the network needs, effective synchronization and collaboration is achieved with an overall vision. How do Ido my first Value Network Analisys?

Example: Pantheon Work General Value Network Analysis

A system of native digital practices that have contributed to turning the Internet into the most transforming economic and social ecosystem of the last decades. These are the practices we have observed in organizations that successfully adapt to changes in the environment..

A set of roles that ensures overall vision and agile decision making in a key organizational setting. These activities are distributed among team members based on competencies and skills recognized by the team itself and on learning and empowerment processes taking place within the team. What are the characteristics of each guardian?

The model defines with 4 "rules of the game" that characterize the culture of the Internet, that help to think all the operative and administration in different terms to the traditional management culture.

1

Abundance of resources
It avoids the creation of artificial scarcity, sharing non-rival goods (information, knowledge, etc.) or underutilized.

2

The re-use of the work done
It provokes and favors the reuse, replication, and viral spreading of what you do.

3

Generation of initiatives
It facilitates the possibility of promoting different initiatives and the search for generative/superior actions, leaving the search for consensus in very exceptional cases.

4

Do-it-yourself ideas and resources
Map what your network offers and work with it, prototyping, mixing and testing. You can always start producing something with what you have.

The model defines 4 organizational functions that help to operate and deploy the organizational potential.

1 Generate interesting conversations
From stimulating conversations based on sound knowledge emerge projects, customers, suppliers, collaborators, people who join the team.

2Co-create and develop open resources
Develop assets and open resources as a lever for competitive advantage and global productivity.

3Federate different competencies
Recognize the skills and contributions of each person, and give them autonomy.

4Redesign work protocols and technologies
Updates and improves the way of working continuously.

Many of the practices described have been developed and put into practice on Xnet by Sergio Salgado's companions such as Simona Levi or Maddalena Falzoni. Xnet has also been one of the objects of study chosen by Antonio Blanco-Gracia for the academic development of the Pantheon model.

Pantheon Work's offer comes from the research of teams, companies, and networks that have based their success on the adoption of the Internet culture.

The first methodological bases for the study of organizations with alternative management models were presented at the 8th International Conference in Critical Management Studies, held in Manchester in July 2013, with the paper "Against management, sure... Wait! Where is my toolbox? The basics of the modeling of the analyzed organizations were presented at the 33rd European Group of Organization Studies Colloquium, in Copenhagen in July 2017, with the paper "Phyles, netguilds, and the organizational practices of becoming". As for the use of structural analysis of myths for leadership analysis, the first research results were presented at the 11th OS Summer Workshop in Mykonos in 2016, and published in a special issue of the prestigious magazine Organization Studies in 2018, with the title "Assange vs Zuckerberg: Symbolic Construction of Contemporary Cultural Heroes".

In addition to identifying good practices, the Pantheon Work team has worked together with collaborators and clients on the challenge of designing services and methodology to implement them in any type of organization.

The people who are part of the first Internet culture-based organizations that were the subject of in-depth analysis and in which common patterns were identified are the first to be recognized. Particularly Rick Abruzzo, David Calkins, Simone Davalos and Jaime Hill of the Cacophony Society of San Francisco; Natalia Fernández, Manuel Ortega, María Rodríguez, Mayra Rodríguez, Carolina Ruggero and David de Ugarte of the Sociedad Cooperativa de Las Indias Electrónicas. Many of the practices described have been developed and put into practice on Xnet by Sergio Salgado's companions such as Simona Levi or Maddalena Falzoni. Xnet has also been one of the objects of study chosen by Antonio Blanco-Gracia for the academic development of the Pantheon model. All of them have always been very generous in sharing ideas, time and projects to get to know their ways of working. We didn't invent anything: they did it, inspired by the culture of the Internet, free software and hacker ethics. Our recognition to Ramon Noguera and Pau Roig of EADA Business School for their moral, academic and financial support of this applied research.

Also worthy of a particular place are the people of the organization that trusted us to experience for the first time the possibility of transferring the learned practices to other organizations, already in 2014. Our gratitude goes to the general secretaries of the world secretariat of UCLG, Josep Roig and Emilia Sainz, as well as other leaders who trusted us, such as Jordi Pascual (Agenda 21) and Edgardo Blisky (GOLD).

Some colleagues also validated pantheon Work's idea before it's launching, such as Joan Frigols, Alfonso Stinus, and Elisa Stinus from MomentumLab; Cira Piquer -thanks for your detailed comments on the value proposition- and Xavi Sabatés from EspaiTres; Jaime Arredondo from Bold and Open also gave us valuable feedback and revised some texts. Andrea Barbiero, Albert Cañigueral, Luis Freitas, Ana Manzanedo (thanks for the depth), Luis Tamayo, Alicia Trepat de Ouishare also gave the green light and encouraged us, and Míriam Moreno a.k.a. Miriam in Change also helped us with the inclusive language of the proposal. Jose Burillo also gave everything a good thought and helped us see it from the eyes of potential clients.

For the preparation of the first beta of the website we had the invaluable and detailed feedback of Gastón Valle -and his agile way- and Marc Hernandez from La Tempesta, as well as the practical UX session with Floren Serretto from Saltolab (we have grand plans for this website!).

Our gratitude to Maadix for providing us services and technical support for our platform (VPN, mail, calendar, web/blog, internal and external mailing lists, pads, file clouds, rocketchat, etc.), and ensuring all aspects of security, privacy, and autonomy.