How community-driven approach can raise agility to a new level?
summary
Argues that raising agility is 80% culture and 20% practices and shows concrete levers used: shift to workplace democracy by delegating specific decisions to teams, creating decentralized decision-making rules, and making information transparently available. Reports coaching a management group until leaders stop doing routine approvals, measures of success are teams’ increased competence and psychological ownership, and claims these changes reduce bottlenecks and speed delivery.
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chapters (7)
- 0:00Introduction to community-driven agility
- 5:08Key differences in successful communities
- 8:57Workplace democracy and social capital
- 15:11Self-management and employee motivation
- 18:07Decentralized decision-making in organizations
- 24:29Supporting team autonomy and well-being
- 29:57Recommended resources and closing
