Businesses within the knowledge industry are increasingly pressured to innovate. Such innovations not only encompass new products or services, but also adaption through socio-cultural and socio-economical evolution. Paradigms of leadership need to be reconsidered. This paper shows, why self-organized systems are more adaptable than classical company structures and how this self-organization and the closely connected evolution can be supported. Individuals need autonomy without losing the team-orientation. Individuality can be used to discover unused potentials. Strong ties within the team, however, provides a broad knowledge base for idea transfer and creativity. In this tension of individuality and collectivity communication acts as a catalyst and needs to be supported. Therefore a common team culture reduces complexity and increases the level efficiency. Transparency is a necessary precondition for self organization. At the same time focused communication leads to knowledge transfers, which strengthens the knowledge base of the company. Close cooperation of all team members can, ultimately, change the structure of the whole system. On the basis of proper key performance indicators, as well as on individual cognition and emotion social systems bear socio-cultural and socio-economic evolution.