Sep 30, 2020

🔄 How do you synchronize large teams to effectively work together?

By Jurriaan Kamer • Issue #26 • View online

…is a question and challenge I face often when doing transformation work. One way is to add layers of project management, centralized planning and reporting. But there is another way. Recently, in an interview by Authority Magazine I was asked this question, and this is what I said:

The big opportunity is to create an environment and organizational operating system (OS) where teams can mostly synchronize themselves with others. A culture of ‘high autonomy’ and ‘high alignment’, where information, priorities, schedules are transparent. Where teams can self-manage without needing to schedule a meeting or ask a manager. Making this shift requires managers to work ‘on the system’ instead of ‘in the system’.

The interview also dives into my ‘backstory’, ‘life lesson quote’ and the concept of ‘intelligent disobedience’. Enjoy! If you liked it, you may also like my earlier article How to build your own “Spotify Model” and the videos I made with bol on How we run bol.com with 60 autonomous teams.

Upcoming webinar ⚡️

Upcoming Wednesday, 7th of October at 10:00AM CEST, I’m presenting at a webinar about Formula X and the lessons learned from Formula 1. Register here.

Most popular content

A selection of the five most-liked content from my social feed:

1. If you want to change the behavior of the fish, change the fishbowl. I really enjoy this little video about a modern approach to organizational change.

2. Why Do So Many Managers Forget They’re Human Beings?

“Leadership today, is about unlearning management and relearning being human.” “The problem is about 70% of leaders rate themselves as inspiring and motivating, but this stands in stark contrast to how employees perceive their leaders.”

hbr.org • Share

3. The New Needs of Flat Organizations

The end of the hierarchy is not the end of the manager. This article describes the ‘needs’ of an organization that emerge when there is no more hierarchy, that need to be addressed in a different way.

www.frontrowagile.com • Share

3. Michelin Transformation case study

“Each team was asked the same question: “What would you need to do your work better?” Teams demanded to have full responsibility for operations, maintenance, skills development, or safety with some even asking to be informed of corporate financials or strategy. Though the teams didn’t know it, the goal was to pretty much meet all their demands and allow them to put them into practice.”

freedomincbook.com • Share

4. Ten Principles Of Business Transformation

What principles can help in leading business transformation? There’s no one-size fits all method. It’s a combination of hard work, persistence and patience.

barryoreilly.com • Share

5. Forget About Setting Goals. Focus on This Instead.

Goals can provide direction and even push you forward in the short-term, but eventually a well-designed system will always win. Having a system is what matters. Committing to the process is what makes the difference.

jamesclear.com • Share

I hope you enjoyed this newsletter, please let me know if you have any feedback. Take a look at previous issues and feel free to forward this edition to whoever might be interested. To get in touch with me, simply hit ‘reply’.

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By Jurriaan Kamer

Change how the world works! On organization design, culture change, the future of work, adaptive and responsive organizations, servant leadership and my book Formula X.

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