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In a faster-moving world, where agility, innovation and learning are key, self-managed teams (SMTs) represent an effective alternative to traditional control-and-command ways of working. SMTs stimulate strategic understanding, facilitate operational excellence and create a positive work environment, but only if the teams are designed correctly and the associated conditions are appropriate. Moreover, SMTs are a means to unlock hidden employee talents and it is a practice that can enable you to retain the great people that work for your organisation. Using SMTs as part of your ‘theory of execution’ will help you achieve just this.
“The basic assumption is that fully autonomous teams function at a higher level when they have the ability to act as they see fit.”
“Traditional organisational architectures help to meet efficiency demands, but this is often at the expense of organisational learning and employee well-being.”
"SMTs boost overall organisational performance as those closest to the customer, product or market have the power to make decisions that meet new customer demands and needs.”
“The digital age is an era of participation and collaboration: people do not want to just be told what to do, they want to co-create and engage with their colleagues and customers, making decisions and owning tasks."
“Using SMTs wisely, will enable an organisation to reach its preferred future in a more effective way, but especially in a manner that gives perspective and hope to employees and offers them new ways of learning and self-development opportunities.”
“It is worth noting that empirical research shows little evidence to suggest that SMTs deliver the outcomes that they promise”
“Digitalisation offers SMTs a second life and with this, the opportunity to finally use their full potential.”
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