- Self-organization, New Work
- Enterprise Architecture Management
A fast-moving, complex, and highly networked world requires swift action. Self-organized teams enable organizations to cope with today’s requirements, make informed decisions in the shortest possible time and continuously develop in an agile manner.
Value and benefits
The aim of a self-organized collaboration model is to overcome obstacles that prevent efficient, effective action as fast as possible and to directly implement solutions for a company´s development.
It aims for the best possible fit for employees in their respective roles and thus enables organizations to distribute respective competencies optimally. Through enabling employees to work according to their strengths, they stay motivated, content, more productive, which ultimately results in less fluctuation overall. The basic principle of self-organization – leave room for everyone’s decisions – promotes trust, creativity, personal development and ultimately innovative solutions. Through swift decision–making, agile organizations allow for more flexibility and adaptability to external circumstances and influences.
An organizational form based on self-organized teams can be implemented both in the entire company as well as in smaller business units. The most important prerequisite though, is always a high degree of willingness for change to be able to embrace self-organization and take advantage of its benefits.
Since the founding of our company, we have experienced, (co-)designed and accompanied the most diverse forms of organizations. Despite the size and long-established structures of our business partners, the desire for increased flexibility in the sense of self-organization arose, especially in large companies – in order to apply expert knowledge where it can be most effective and to give employees space for self-realization and the best possible use of their talents.
Since then, we have been supporting companies in the development of agile organizational structures and have been at the side of self-organized teams during the transformation and in their daily business. In doing so, we focus on tailor-made solutions, incorporating established agile frameworks and organizational models, which we develop together with our clients. When introducing agile processes, the integration of the individual corporate culture is the key to success. Our approach is based on Ken Wilber’s integral theory. In addition to processes and structures for the individual and the organization (external view) we always include topics such as common culture, sense of unity and the promotion of the individual (internal view).
Note.: In the following the term “self-organization” is to be understood as self-organization involving various agile organizational models and frameworks. In this case, we are referring to approaches of holacracy, sociocracy and experiences from our everyday project work in an agile contexts. The same applies to the use of the term “self-organized teams”.