A change of mentality that can be summarized in two sentences.
From “People need to be directed and controlled to avoid chaos, and to let them know what to do”,
to “Giving people responsibility motivates them to come up with their own solutions and achieve better results”.
The second premise refers to a type of leadership based on the creation of team networks, and is one of the five key concepts that define an agile organization, according to a McKinsey report we already spoke of here.
Image: agile organizations trust and develop their main assets, people.
Specifically, the report states that agile organizations have fixed high-level structures that sustain different collaborator networks.
There are no hierarchies, but rather much flexibility, transparency and cooperation (find out how to drive collective intelligence in your organization). They are also defined by their high degree of autonomy. As the article points out, its members have large scopes of action, but always within the strategy defined by the organization’s management.
These features also define agile organization that create collaboration networks around them:
– They create high-performance horizontal teams (tribes in their jargon) around specific projects, generally made up of up to 150 people, considered the maximum number of people allowing to maintain the duality between personal autonomy and collaboration with others.
– They clearly define roles for each member and encourage cross-collaboration between members to avoid duplication or bureaucracy that may arise with the passage of people from one department to another.
– They promote governance that focuses on contributions by said multi-functional teams, and on collecting each member’s contributions based on their expertise, always in search of high performance.
– They create communities that revolve around knowledge and collective intelligence, where contributions are shared and the talent of its members is developed.
– They work with their entire ecosystem of collaborators, as they understand that the best ideas and talent are not always within the organization.
– They design work environments, physical or virtual, that promote communication, transparency and collaboration between the different team networks.
McKinsey compares these teams with the cells that make up a larger organism, and highlights how each can focus on specific tasks to achieve high performance, or collaborate with others.
The strategy promoted by the organization has a big influence on this. And once more, agility is essential. The consulting firm highlights that the models we are familiar with today are subject to constant scrutiny and adaptation.
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