Organizational change has never been easy, but in the past it was a little more straightforward. Fifty years ago, companies followed a basic blueprint. They had heroic leaders — a CEO and an elite top layer of management — who had tremendous authority and made all the important decisions. When they wanted to make a change, they set a direction and it cascaded down through the firm.
Today things are different. As companies compete more on speed, agility, and innovation, decision-making needs to get pushed down. Sure, there remain some old-school companies that rely solely on top-down leadership. But in an increasing number of firms, leadership is shared across the organization, often in teams. Command and control is out; collaboration and teamwork are in.
These are positive developments, but they don’t make organizational change any easier to pull off. The key for managers is to create an environment where teams and individuals — even those lower in the organization — have the latitude and autonomy to recommend and try out new ideas, be it a new environmental initiative, a new technology, or a way to seize some new opportunity in a different market. The goal is an entrepreneurial workforce at all levels of the company. Here are some ways to achieve that:
Think beyond the official job title.
Managers tend to put employees into neat little boxes according to their place on the corporate organizational chart. But these boxes make it hard for someone lower down in the organization, without an official title, to vet and test a new idea. There’s a prevailing attitude of: “We need a formal manager to do that.” To combat that tendency when assigning people to projects, consider who has the passion, knowledge, and networks to succeed — independent of that person’s title. If this is not politically possible, then think about creating two-person teams or small groups that include people with the necessary expertise.
Create opportunities for employees to network.
Companywide creativity and innovation are dependent on employees connecting with each other both formally and informally. Good managers provide opportunities for this to happen. W. L. Gore, the consumer manufacturing company, and Google (GOOG) do this well. From day one, all new hires there are expected to create a network within the company and to figure out how things work. That way, when they encounter a problem down the road, they can easily call upon people throughout the company to help solve it.
Read the full post at Fortune.
Deborah Ancona is the Seley Distinguished Professor of Management, a Professor of Organization Studies, and the Director of the MIT Leadership Center at the MIT Sloan School of Management.