{"id":3882,"date":"2017-03-21T17:06:12","date_gmt":"2017-03-21T16:06:12","guid":{"rendered":"http:\/\/open-organization.com\/?p=3882"},"modified":"2017-03-21T17:06:12","modified_gmt":"2017-03-21T16:06:12","slug":"is-buffer-an-example-of-the-company-of-the-future","status":"publish","type":"post","link":"https:\/\/open-organization.com\/en\/2017\/03\/21\/is-buffer-an-example-of-the-company-of-the-future\/","title":{"rendered":"Is Buffer an Example of the Company of the Future?"},"content":{"rendered":"

[et_pb_section bb_built=”1″][et_pb_row][et_pb_column type=”4_4″][et_pb_text]<\/p>\n

In a previous article<\/a> extracted from his co-authored book Innovation Intelligence<\/a>, Albert Meige talked about the mega trends in employment and work organization. Among\u00a0these mega trends, he mentioned flexibility in terms of both time and space in the future work organizations.<\/p>\n

Well, it seems that at least one company is already in the future. Let\u2019s talk about Buffer !<\/p>\n

Buffer is a software application that allows its users to manage accounts in social networks. The most interesting feature of\u00a0the application is that it gives the possibility for users to schedule posts to Twitter, Facebook, Linkedin, Instagram, Pinterest and Google+. The company was\u00a0created back in 2010 by Joel Gascoigne (CEO) and Leo Widrich (COO) in the UK. The two co-founders quickly moved to San Francisco after launching the startup. As of March\u00a02017, Buffer is a team of 78 people working from all over the world.<\/p>\n

Buffer is very interesting as it illustrates how flexible and open a startup can be nowadays, and how it looks totally different from traditional companies\u2026<\/p>\n

A distributed\u00a0team<\/h3>\n

Have you ever dreamed to reconcile your career and your desire to explore the world ? The following may interest you…<\/p>\n

The first originality in Buffer\u2019s organization is what they call themselves their \u201cfully distributed team\u201d. In fact, Buffer has almost 80 employees but yet no physical office anywhere. Why and how do they work together being at different places ?<\/p>\n

\"Buffer_Value_8_Presans\"<\/a>

One of Buffer’s values : Live smarter, not harder<\/p><\/div>\n

At the end of 2012, realizing that software tools allowed his company to run that way, Joel Gascoigne decided to make his team fully distributed. Of course, he was aware of the challenges that decision could bring : difficulties in management, organization of projects, not actually knowing the colleagues… But this fundamental part of Buffer\u2019s identity is still there four years later.<\/p>\n

In a 2014 blogpost, the CEO listed the advantages of this organization. For him, it provides super-productive employees to the startup and the coverage of a lot of time zones, as well as providing a great amount of freedom to the workforce. It allows people to work from wherever they want and travel as much as they desire. Major advantages that easily outweigh the downsides, according to him\u00a0!<\/p>\n

I am happy to report that I am in love with the choice we made to be distributed all across the world (Joel Gascoigne, CEO)<\/p><\/blockquote>\n

In order to know each other better, Buffer organizes a few \u201cretreats\u201d each year, in which all employees physically meet somewhere in the world (with all the expenses covered by the company) for a week and work together.<\/p>\n

This interesting move is fueling the digital nomad movement. Digital nomads are people working while traveling, as their work only requires a laptop and a reliable Internet connexion. Until now, the vast majority of them were\u00a0self-employed. But if more companies adopt a Buffer-like management approach, this movement could\u00a0move from marginal to quite significant in a few years !<\/p>\n

Task forces instead of teams, and\u00a0no managers<\/h3>\n

But Buffer is not only flexible in terms of work localization. They also adopted an original way of actually getting\u00a0stuff done together. Influenced by Fr\u00e9d\u00e9ric Laloux\u2019s book Reinventing Organizations<\/em>, they are ignoring the old paradigm of how companies should work, and embracing the new, emerging one.<\/p>\n

\"Task_Forces_Buffer\"<\/a>

The task forces on a random day<\/p><\/div>\n

Buffer decided to switch from “long-terms and static” to “shorter-term and more fluid” teams. It means that the company structure is not fixed anymore, but changes with the needs of the moment to fit perfectly to the projects they have to deal with.<\/p>\n

A consequence of this organization is that managers are not required anymore. Inspired by the concepts of self-management and wholeness developed in Laloux’s book, the startup allows its employees to freely propose, create, and\/or take part in task forces. Their job title is no longer relevant, as they participate in different projects with various roles.<\/p>\n

Another consequence is that hierarchy has become very different from what we usually see in companies. There is still a sense of hierarchy in Buffer’s organization, but it is far from being associated with only a few persons and given forever. Instead, it appears naturally, from the way people work and are involved in a project, and it changes often, organically, as a different leader emerges while working on different tasks.<\/p>\n

Transparency is\u00a0a serious matter<\/h3>\n

The company\u00a0has another interesting attribute that is quite impressive and not common : extreme transparency.<\/p>\n

As we have just seen, they share with great openness information about their organizational practices. But the transparency\u00a0is not only about the organization. It is also, for example, about the salaries. Do you want to know how much the CEO is paid ? Fine. Buffer shares a spreadsheet<\/a> – open to basically anyone\u00a0– in which you can see the actual salaries of each member of the team, including Joel !<\/p>\n

And\u00a0that’s not all.\u00a0Wondering how much you would earn at Buffer ? The salaries are in fact determined by a formula. It is also shared with the world and anyone can check it. If you want to know your salary at Buffer, you just have to use their transparent salary calculator<\/a>.<\/p>\n

There\u2019s no pressure to know : “do they have stock in the company?” because every employee has stock. There\u2019s no pressure about “does that employee make more money?” because we know what everyone makes.\u00a0(Rodophe Dutel, former\u00a0Director of Operations)<\/p><\/blockquote>\n

To be fair, we also have to mention their transparency towards their clients. If you are a paid user of the service, you can easily know how the money you give them is used. It’s as simple as this image.<\/p>\n

\"Transparent_Pricing_Buffer\"<\/a>

$6.56 out of each $10 goes for the salaries<\/p><\/div>\n

Buffer, an open organization<\/h3>\n

Buffer is an example among\u00a0the open organizations that have been emerging during\u00a0the last fifteen years. Albert Meige, in its temporary definition of Open Organizations, identifies three fundamental aspects of these organizations:<\/p>\n

They are Digital Enabled: their operations are digitally optimized, if not entirely handled digitally.<\/h6>\n

Obviously, this is the case for Buffer, which\u00a0was born in the digital with a digital-based business. But not only its business is impacted: all of the operations and team collaborations are made digitally. As a distributed team, digital tools allow members\u00a0to work together while being very far from each other. More than Digital Enabled, Buffer is Digital-Born and lives digitally.<\/p>\n

They adopt a platform strategy.<\/h6>\n

Buffer is not a platform per se, but it is a SaaS (Software as a Service) that makes the use of social media platforms easier. In a way, it is a platform of platforms.<\/p>\n

They engage on-demand talents.<\/h6>\n

This logic of on-demand talents is important at Buffer, although it is handled in a specific way. They hire their \u201cemployees\u201d without having any\u00a0legal presence in their countries. In most of the cases, that means that the workers have an independent status. But it is not what matters most. With their organization by task force, they engage the people belonging to the team when it is necessary, just for the time of the project, before they integrate other task forces for other projects. On-demand.<\/p>\n

Is this how we will all work tomorrow ?<\/h3>\n

Today, everybody claims that flexibility is crucial for the future, especially for the workforce and for running businesses. But while a lot of companies are still hesitant to allow their employees to work remotely a few days per month, Buffer, as a startup company, went global and distributed almost from day one, and has a fully remote workforce.<\/p>\n

They may just be in advance and showing the way for the future of work. It is easy to think about the disadvantages of an extreme flexibility in the labor market – Albert has pointed out its similarity with\u00a0the labor organization of\u00a0the XIXth Century, before the emergence of social rights – in terms of employees’\u00a0commoditization, hired on-demand and quickly fired, with no possible stability. Buffer shows us the good part of the digital revolution’s impact on the future of work : the ability to travel endlessly, good salaries, a great freedom of action, and a lot of other benefits ! Let’s hope this is the way of working that companies will adopt for the future.<\/p>\n

It looks better than the XIXth Century factories, doesn’t it ?<\/p>\n

 <\/p>\n

[\/et_pb_text][et_pb_post_nav _builder_version=”3.14″ prev_text=”Previous article” next_text=”Next article” in_same_term=”on” background_color=”#3d59a1″ title_font=”|800|||||||” title_text_color=”#ffffff” title_font_size=”15px” custom_padding=”10px|10px|10px|10px” border_radii=”on|5px|5px|5px|5px” border_width_all=”1px” border_color_all=”#3d59a1″ saved_tabs=”all” custom_margin=”30px|||” global_module=”8506″ \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"

\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div>
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div> In a previous article extracted from his co-authored book Innovation Intelligence, Albert Meige talked about the mega trends in employment and work organization. Among\u00a0these mega trends, he mentioned flexibility in terms of both time and space in the future work organizations. Well, it seems that at least one company is already in the future. […]<\/p>\n","protected":false},"author":178,"featured_media":3982,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"

Dans un article pr\u00e9c\u00e9dent<\/a> (en anglais) issu du livre Innovation Intelligence<\/a> dont il est co-auteur, Albert Meige nous parlait des grandes tendances pour l\u2019emploi et l\u2019organisation du travail. Parmi ces tendances, il mentionnait la flexibilit\u00e9, \u00e0 la fois en termes de temps et d\u2019espace au sein de ces organisations du futur.<\/p>

Mais il semblerait qu\u2019une entreprise y soit d\u00e9j\u00e0, dans le futur\u2026 Connaissez-vous Buffer\u00a0?<\/p>

Buffer est une application logicielle qui permet \u00e0 ses utilisateurs de g\u00e9rer leurs diff\u00e9rents comptes sur les r\u00e9seaux sociaux. Cela leur donne la possibilit\u00e9 de planifier dans le temps des publications sur Twitter, Facebook, Linkedin, Instagram, Pinterest et Google+, et tout cela \u00e0 partir d\u2019une seule interface. La startup a \u00e9t\u00e9 cr\u00e9\u00e9e en 2010 par Joel Gascoigne (CEO) et Leo Widrich (COO) au Royaume-Uni avant de s\u2019installer bri\u00e8vement \u00e0 San Francisco. En mars 2017, Buffer est d\u00e9sormais une \u00e9quipe de 78 personnes travaillant depuis les quatre coins du globe.<\/p>

Buffer est un cas int\u00e9ressant d\u2019entreprise ultra-flexible et adoptant une organisation ouverte, illustrant combien les nouvelles entreprises peuvent \u00eatre radicalement diff\u00e9rentes des traditionnelles\u2026<\/p>

Une \u00e9quipe \u00ab\u00a0distribu\u00e9e\u00a0\u00bb<\/h3>

Avez-vous d\u00e9j\u00e0 r\u00eav\u00e9 de pouvoir concilier votre carri\u00e8re et votre d\u00e9sir d'explorer le monde\u00a0? La suite pourrait vous int\u00e9resser\u2026<\/p>

La premi\u00e8re originalit\u00e9 de Buffer est qu\u2019ils sont ce qu\u2019ils appellent \u00ab\u00a0une \u00e9quipe totalement distribu\u00e9e\u00a0\u00bb. Comprenez\u00a0: l\u2019entreprise a presque 80 employ\u00e9s mais aucun bureau physique. Pourquoi et comment travaillent-ils ensemble en \u00e9tant \u00e9parpill\u00e9s partout dans le monde\u00a0?<\/p>[caption id=\"attachment_3892\" align=\"alignright\" width=\"382\"]\"Buffer_Value_8_Presans\"<\/a> Une des valeurs de Buffer : \"live smarter, not harder\"[\/caption]

Fin 2012, en r\u00e9alisant que les outils logiciels le permettaient, Joel Gascoigne a d\u00e9cid\u00e9 de rendre son entreprise pleinement distribu\u00e9e. Il \u00e9tait bien-s\u00fbr au courant des d\u00e9fis que comportait cette d\u00e9cision\u00a0: difficult\u00e9s de management, organisation difficile des projets, ne pas vraiment \u00ab\u00a0conna\u00eetre\u00a0\u00bb les coll\u00e8gues\u2026 Pourtant, cet aspect fondamental de l\u2019identit\u00e9 de Buffer est toujours l\u00e0, plus de quatre ans plus tard.<\/p>

Dans un article de 2014 sur le blog de la startup, le CEO listait les avantages de cette organisation. Selon lui, les employ\u00e9s sont hyper-productifs, couvrent tous les fuseaux horaires, et disposent d\u2019un grand niveau de libert\u00e9. Des avantages qui surpassent largement les inconv\u00e9nients\u00a0!<\/p>

Je suis heureux d\u2019annoncer que je suis conquis par le choix que nous avons fait d\u2019\u00eatre distribu\u00e9s partout dans le monde. (Joel Gascoigne, CEO).<\/p><\/blockquote>

Pour mieux se conna\u00eetre, Buffer organise quelques \u00e9v\u00e8nements par an (retreats<\/em>) lors desquels tous les employ\u00e9s se r\u00e9unissent au m\u00eame endroit (les frais sont couverts par l\u2019entreprise\u00a0!), pour une semaine de travail collectif.<\/p>

Cette organisation originale alimente le mouvement naissant des digital nomads, ces personnes qui travaillent tout en voyageant, et qui ont seulement besoin d\u2019un ordinateur portable et d\u2019une connexion WiFi pour le faire. Jusqu\u2019\u00e0 pr\u00e9sent, ce mouvement \u00e9tait presque exclusivement compos\u00e9 de freelances. Mais si plus d\u2019entreprises adoptent le management \u00e0 la Buffer, le mouvement pourrait passer de marginal \u00e0 significatif dans quelques ann\u00e9es\u00a0!<\/p>

Plus d\u2019\u00e9quipes, mais des \u00ab\u00a0task forces\u00a0\u00bb... et sans manager\u00a0!<\/h3>

Buffer n\u2019est pas seulement flexible en termes de lieu et de temps de travail. Ils ont \u00e9galement adopt\u00e9 une fa\u00e7on originale d\u2019accomplir les t\u00e2ches ensemble. Inspir\u00e9s par le livre de Fr\u00e9d\u00e9ric Laloux Reinventing Organizations<\/em>, ils ignorent l\u2019ancien paradigme d\u00e9finissant comment les entreprises doivent fonctionner, et adoptent le nouveau paradigme qui est en train d\u2019\u00e9merger.<\/p>[caption id=\"attachment_3895\" align=\"alignleft\" width=\"471\"]\"Task_Forces_Buffer\"<\/a> Les \"task forces\"[\/caption]

La start-up a d\u00e9cid\u00e9 de passer d\u2019\u00e9quipes \u00ab\u00a0de long terme et statiques\u00a0\u00bb \u00e0 \u00ab\u00a0de court terme et plus fluides\u00a0\u00bb. Concr\u00e8tement, la structure organisationnelle n\u2019est plus fix\u00e9e, mais \u00e9volue constamment en fonction des besoins du moment pour \u00e9pouser parfaitement les projets qui sont sur la table \u00e0 un moment donn\u00e9.<\/p>

Cons\u00e9quence de cette organisation, les managers ne sont plus n\u00e9cessaires. Inspir\u00e9e par les concepts de \u00ab\u00a0self-management \u00ab\u00a0et de \u00ab\u00a0wholeness\u00a0\u00bb (que l\u2019on pourrait traduire par \u00ab\u00a0compl\u00e9tude\u00a0\u00bb, ici le fait de travailler avec son enti\u00e8re personnalit\u00e9) d\u00e9velopp\u00e9s dans le livre de Fr\u00e9d\u00e9ric Laloux, les employ\u00e9s sont libres de proposer, cr\u00e9er, ou participer \u00e0 des task forces. Leur \u00ab\u00a0poste\u00a0\u00bb n\u2019est plus vraiment une information pertinente, puisqu\u2019ils participent \u00e0 diff\u00e9rents projets en endossant des r\u00f4les diff\u00e9rents.<\/p>

Une autre cons\u00e9quence est que la hi\u00e9rarchie est devenue tr\u00e8s diff\u00e9rente que ce que nous voyons habituellement dans les entreprises. Il y a toujours une notion de hi\u00e9rarchie chez Buffer, mais elle est loin d\u2019\u00eatre associ\u00e9e \u00e0 une ou quelques personnes seulement et donn\u00e9e pour toujours. Au contraire, elle appara\u00eet spontan\u00e9ment, de la mani\u00e8re dont les personnes travaillent et s\u2019impliquent dans les projets. Elle change souvent, naturellement, d\u00e8s lors qu\u2019un leader \u00e9merge en travaillant dans une \u00e9quipe \u00e9ph\u00e9m\u00e8re.<\/p>

La transparence, une affaire prise au s\u00e9rieux\u00a0!<\/h3>

Buffer poss\u00e8de un autre aspect tr\u00e8s int\u00e9ressant et peu commun\u00a0: l\u2019extr\u00eame transparence.<\/p>

Comme nous venons de le voir, ils partagent avec une grande ouverture des informations sur leurs pratiques organisationnelles. Mais leur transparence d\u00e9passe largement ce cadre. Elle est aussi appliqu\u00e9e, par exemple, lorsqu\u2019il s\u2019agit des salaires. Vous demandez-vous combien touche le CEO\u00a0? Tr\u00e8s bien. Buffer partage un fichier tableur ouvert \u00e0 tout le monde<\/a>, dans lequel on peut voir les salaires de chaque membre de l\u2019\u00e9quipe, y compris le boss\u00a0!<\/p>

Et ce n\u2019est pas tout. Savez-vous combien vous<\/em> gagneriez si vous \u00e9tiez salari\u00e9 de la boite\u00a0? Les salaires sont en fait d\u00e9termin\u00e9s par une formule. Elle est \u00e9galement partag\u00e9e avec tout le monde et n\u2019importe qui peut aller la consulter. Si vous voulez conna\u00eetre votre salaire virtuel chez Buffer, il n\u2019y a qu\u2019\u00e0 utiliser leur simulateur de salaire<\/a>.<\/p>

Il n\u2019y a pas de pression \u00e0 se demander \u00ab\u00a0est-ce qu\u2019untel a des actions dans l\u2019entreprise\u00a0?\u00a0\u00bb car tout le monde a des actions. Il n\u2019y en a pas non plus \u00e0 se demander \u00ab\u00a0est-ce que cet employ\u00e9 gagne plus que moi\u00a0?\u00a0\u00bb puisque nous savons tous combien chacun gagne. (Rodolphe Dutel, ancien Directeur des Op\u00e9rations).<\/p><\/blockquote>

Pour \u00eatre complet, il faut aussi mentionner leur transparence envers leurs clients. Si vous \u00eates un utilisateur payant de Buffer, vous pouvez savoir facilement comment l\u2019argent que vous leur reversez sera utilis\u00e9. C\u2019est aussi simple qu\u2019une image\u00a0!<\/p>[caption id=\"attachment_3916\" align=\"alignnone\" width=\"1200\"]\"Transparent_Pricing_Buffer\"<\/a> Pour 10$ de revenus, 6,56$ sont allou\u00e9s aux salaires[\/caption]

Une incarnation de l'organisation ouverte<\/h3>

Buffer s\u2019inscrit dans le mouvement des organisations ouvertes, que l\u2019on voit \u00e9merger depuis une quinzaine d\u2019ann\u00e9es. Albert Meige, dans sa d\u00e9finition temporaire de l\u2019organisation ouverte, recense trois caract\u00e9ristiques structurantes de celles-ci\u00a0:<\/p>

Elles sont \u00ab\u00a0Digital Enabled\u00a0\u00bb\u00a0: leurs op\u00e9rations sont optimis\u00e9es par le digital, voire int\u00e9gralement g\u00e9r\u00e9es via le digital.<\/h6>

C\u2019est \u00e9videmment le cas de Buffer, qui est n\u00e9e dans le digital avec un business int\u00e9gralement bas\u00e9 sur le digital. Mais ce n\u2019est pas seulement leur business qui est impact\u00e9\u00a0: toutes leurs op\u00e9rations et leur collaboration est digitale. En tant qu\u2019\u00e9quipe distribu\u00e9e, ce sont les outils digitaux qui leur permettent de travailler ensemble tout en \u00e9tant diss\u00e9min\u00e9s partout dans le monde. Plus que Digital Enabled, Buffer est n\u00e9e et existe au quotidien par le digital.<\/p>

Elles adoptent une strat\u00e9gie de plateforme.<\/h6>

Buffer n\u2019est pas \u00e0 proprement parler une entreprise plateforme, mais c\u2019est un SaaS (Software as a Service) qui permet de faciliter l\u2019utilisation de ces plateformes num\u00e9riques que sont les r\u00e9seaux sociaux. D\u2019une certaine mani\u00e8re, c\u2019est une plateforme de plateformes.<\/p>

Elles mobilisent des talents \u00e0 la demande.<\/h6>

Cette logique de talent \u00e0 la demande est tr\u00e8s pr\u00e9sente chez Buffer, bien qu\u2019abord\u00e9e de mani\u00e8re particuli\u00e8re. La startup embauche ses \u00ab\u00a0employ\u00e9s\u00a0\u00bb comme elle le peut, en n\u2019ayant aucune structure l\u00e9gale dans les pays des recrues. En l\u2019occurrence, cela prend la forme de contrats pass\u00e9s avec des \u00ab\u00a0ind\u00e9pendants\u00a0\u00bb. Mais le plus important est ailleurs. Buffer a bien compris la valeur de l\u2019\u00e9quipe \u00e9ph\u00e9m\u00e8re. Et les task forces en sont une illustration flagrante\u00a0: lorsqu\u2019il y a un besoin, aussi op\u00e9rationnel soit-il, des task forces sont cr\u00e9\u00e9es et des \u00e9quipes se forment autour d\u2019elles. \u00c0 la demande.<\/p>

Est-ce la mani\u00e8re dont nous travaillerons tous demain\u00a0?<\/h3>

De nos jours, tout le monde \u00e9rige la flexibilit\u00e9 comme un \u00e9l\u00e9ment crucial des organisations du futur, et tout particuli\u00e8rement pour les entreprises. Mais alors que beaucoup d\u2019entreprises h\u00e9sitent encore \u00e0 autoriser leurs salari\u00e9s \u00e0 t\u00e9l\u00e9-travailler quelques jours par mois, Buffer, cr\u00e9\u00e9e en 2010, est devenue mondiale et enti\u00e8rement distribu\u00e9e quasiment depuis le d\u00e9but.<\/p>

Cette entreprise est peut-\u00eatre tout simplement en avance et r\u00e9v\u00e9latrice d\u2019une tendance qui \u00e9merge. Il est facile de penser les dangers d\u2019une flexibilit\u00e9 extr\u00eame sur le march\u00e9 du travail. Une menace qu\u2019Albert Meige assimile \u00e0 juste titre \u00e0 un retour \u00e0 une organisation du travail du XIX\u00e8me Si\u00e8cle, avant toute notion de droit du travail et d\u2019acquis sociaux, avec des employ\u00e9s devenus des commodit\u00e9s interchangeables, embauch\u00e9s \u00e0 la demande et renvoy\u00e9s aussi vite que leur t\u00e2che s\u2019ach\u00e8ve, sans aucune stabilit\u00e9. Buffer nous expose le bon c\u00f4t\u00e9 de cette r\u00e9volution digitale et de son impact sur le futur du travail\u00a0: la possibilit\u00e9 de voyager \u00e0 l\u2019envi, de bons salaires, une grande libert\u00e9 d\u2019action, et bien d\u2019autres avantages. Esp\u00e9rons que c\u2019est de cette mani\u00e8re que l\u2019injonction de la flexibilit\u00e9 impactera le futur du travail\u2026<\/p>

N\u2019est-ce pas plus attractif que les usines du XIX\u00e8me Si\u00e8cle\u00a0?<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2],"tags":[218,322,459,475,546,646,701,705,1225,1239,1426,1625,1663,1664],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/3882"}],"collection":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/users\/178"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/comments?post=3882"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/3882\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/3982"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=3882"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=3882"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=3882"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}