Page 63 - Ekonomija i Biznis_May 2016.indd

ЕКОРНУОБМРИИКЈА
ing to Deloitte is defined as a “network
of teams”. These are dynamic teams, en-
gaged and galvanized, with high adapt-
ability and mutual strong connection
that move such “new organization”.
The individuals within the teams are
strengthened, they are given authoriza-
tion wherewith they obtained autonomy,
however first of all they obtained a lot
of knowledge and skills, and power to
make decisions and to implement them.
A rotating leadership dominates within
the team, as a prerequisite for the de-
sired positive energy, realization of the
people’s potential and high productivity.
Collective intelligence
against the silo effect
The connective tissue that builds the
“network of teams” is the way of think-
ing of the individuals, which moves the
behavior of the organization as a whole.
In order to improve the cooperation
and to meet the silo effect, against the
traditional functional structures, the
emphasis is on the connection of several
functions within a single team. Thereby
harmonization and coordination of peo-
ple/teams is performed by means of solu-
tions from information technology.
Why “a network of teams”?
1. Small teams are more mobile
and highly agile. They realize close com-
munication with the users. Quickly and
with fewer resources they realize the set
goals. People are engaged, professional
and they cooperate well. They have a
sense of building and realization of a
goal. A dynamic of gaining power and
approximation of things that lead to an
award is obtained. The individuals in
these teams are curious. They are eager
to research new approaches in opera-
tions. Thereby they do not hesitate to try performance management, new social
(photo: http://www.bernco.gov/)
them.
2. Information technology provides
mutual coordination and compliance,
which may lead to a level of excellence.
It additionally provides other benefits for
the epsilon generation, which now domi-
nates in the pool of workforce: mobility,
work from a distance, with no limita-
tions from of an office or working hours.
3. The approach of organizational
units is overcome for specific compe-
tencies that are recognized as essen-
tial in the creation of competition. For
example, innovativeness is no longer a
department. Hence, the new organiza-
tional architectonics does not include a
job position “main innovation manager”.
The innovation talents are dispersed
through most teams.
4. The difference between skills
and behavior is recognized – for exam-
ple support and development of digital
skills such as analytics, programing etc.
which have their role. Still, the greatest
contribution is the creation of behav-
ior where information will be mutually
shared with no obstructions, the support
is encouraged through creative and de-
sign thinking, people are motivated and
inspired to generate and share ideas and
to turn them into an activity.
5. Collective intelligence – these
teams are extremely close to the creation
of “shared or group intelligence which
arises from cooperation, collective work
and competition of many individuals and
which is a result of decision making by
means of consensus”, essential for com-
petition and survival in the digital age.
Such a new way of organization im-
poses new requirements for leadership,
agreement.
(to be continued…)
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