Transforming organisational structure with autonomous, self-driven teams

Key Strategic Questions for Business Alignment and Impact Assessment:

  • How can the impact of each task on the overall business strategy be accurately assessed?

  • What mechanisms ensure strategic alignment across Information Systems, Quality Management, People Evaluation, Management Control, and the organization as a whole?

  • In cases of deviation from objectives or goals, how can one go beyond explanation to identify where the strategy failed and determine corrective actions?

  • How can we ensure that the project portfolio is both adequate and sufficient to effectively implement the business strategy?

  • How should project priorities be defined based on their strategic contribution, rather than solely on cost-benefit analysis?

 

 

Integration

 

  • How can we ensure that the designed business processes are consistently applied across Quality Management, Information Systems, Activity-Based Costing, and People Assessment, in order to reduce redundancy, entropy, and operational costs?

  • How can we guarantee the existence of a single, unified management system that complies with all relevant best practice frameworks, rather than maintaining multiple systems—even if they are integrated?

The main objectives of the approach

 

    • To design a unique organisational reference model based on self-directed teams, structured through a systemic and service-oriented organisational architecture.

    • To articulate the business strategy by clearly defining strategic objectives and deploying them through the organisational architecture, independently of the organisational chart.

    • To adapt the organisational chart accordingly and eliminate shared responsibility by objectives, thereby empowering self-directed teams and reinforcing accountability, based on service levels agreements.

     

     

Unique organisational reference model

Self-directed Teams

Key Characteristics

 

  • Decision-Making Context: Operates within a defined framework for autonomous decision-making.
  • Organisational Competence: Possesses the necessary skills and capabilities to perform effectively.
  • Responsive to Stimuli: Reacts proactively to internal and external organisational triggers.
  • Resource System: Manages and utilizes its own set of resources efficiently.
  • Cross-Departmental Scope: Functions across departmental boundaries, promoting integration.
  • Cost/Results Center: Acts as a distinct unit for cost management and performance measurement.
  • Knowledge Cell: Serves as a hub for expertise, learning, and continuous improvement.
  • Clear Organisational Boundaries: Maintains well-defined interfaces with other units.
  • Service Agreements: Operates based on formal service-level agreements with other teams.

When use it?

  • The methodology provides guidance for managing organisational innovation projects.

  • Depending on the nature of the organisation, it supports the development of an approach tailored to its complexity, culture and strategic priorities.

  • It may be adopted using a top-down or middle-down approach. Alternatively, it can serve as a diagnostic framework or as a foundation for a training programme.

  • The methodology is implemented through interactive workshops, without conducting individual interviews or relying on paper-based processes.