![]() ![]() In these activities, speed of innovation is critical, and the rallying cry should be autonomy, small teams, and organizational agility. Think of new product development, or the parts of the company’s value chain and business model that are undergoing significant reinvention because of digital transformations. In many areas, freedom to innovate is the critical need. The art and science here is determining how to get both outcomes - consistency and innovation - in the right proportion and in the appropriate parts of your organization. Clarity of purpose and what we call high-resolution strategies, which give people a clear view of where they’re headed, provide the compass that can guide the choices that teams and individuals make when working autonomously.īalancing freedom to innovate versus following proven routines. They understand the objectives, and they have a great deal of freedom in determining how to reach them within those guardrails. ![]() Employees and teams know they will be held accountable, and they know where the guardrails are. ![]() They establish transparent boundary conditions and clear expectations. At their best, companies realize that not everything is easily measurable, or should be measured, and that constant temperature taking and micromanagement are inefficient and demoralizing. ![]() It has to put the strategy into practice with measurable objectives, consistent measurement of progress toward those goals, feedback systems to monitor activities along the way, and appropriate consequences for reaching or failing to reach the goals. A company has to establish a strategy and a purpose that provide context for employees’ actions. An essential counterweight to autonomy is strict accountability for results, and for the actions and behaviors that deliver those results. To find the right balance, you have to wrestle with three challenges:īalancing autonomy and accountability. On the other, unchecked autonomy can lead to ambiguity and inefficiencies, even organizational chaos. On the one hand, it spurs creativity and involvement. How can anyone feel engaged, let alone inspired, if she feels that some supervisor is always looking over her shoulder? But autonomy is a double-edged sword. Autonomy may be the single most important element for creating engagement in a company. ![]()
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