ABSTRACTToday's successful organizations function much like creatively intelligent, individual brain‐mind systems. Unfortunately, many of the bureaucratic organizations we inherited from the industrial era function like individual minds of lesser intelligence. A metaphorical comparison of our organizations with the human brain‐mind system illuminates organizational configurations and behaviors that promote success in today's turbulent economic and sociopolitical conditions. Both the creatively intelligent post‐industrial organization and the highly developed human brain‐mind are integrated clusters of dynamically evolving subsystems. Their functional dynamism enables them to perceive patterns in chaos, and to create effective long‐term plans derived from those patterns.Imagine the organization in which you work as a giant brain. The human brain‐mind system consists of a number of subsystems that work together to produce our thoughts, feelings, and actions. In a similar way, most of our institutions and businesses consist of departments that work together to create and distribute products or services. A wide variety of thought processes and behaviors are common to both the human brain‐mind and the typical organization. Some of these include planning, analysis, abstract thought, emotional responses, ritualistic behaviors, and creative idea generation. A creatively intelligent person produces and integrates a blend of these thought processes and actions that is best suited to success in his or her environment. In a similar manner, today's successful organizations generate optimal blends of thought processes and actions that enable them to flourish in the midst of uncertain conditions.We can identify opportunities for greater organizational creativity and efficiency by using a brain metaphor to analyze the nature of today's most effective organizations. This paper compares the human brain‐mind system to the organizations that are surviving and thriving in today's turbulent socioeconomic climate. There are some remarkable parallels. In many ways, today's most effective organizations closely mirror the functioning of the optimally developed human brain‐mind. Similarly, our least effective organizations operate much like individual minds of lesser creative intelligence. The brain metaphor suggests that, in today's post‐industrial organizational climate, some institutions and businesses are suffering from brain damage while others are on their way to becoming creatively i