for agile organisational structures.
When the strengths of a company are identified, it is necessary to concentrate on the flexibilising and dynamic elements. These must be promoted or also first regarded as permissible. Only then should further measures be introduced to create an agile organisational structure. One important step is the establishment of decentral responsibilities and flat hierarchies. It enables the employees of an organisation to meet on an equal footing. In addition, it opens up the necessary room for manoeuvre for them in order to be able to work independently and be more flexible in terms of decision-making. This requires trust and willingness to enable employees to think in an entrepreneurial manner. In complex social organisations, multi-disciplinary teams which illustrate the complete value-added chain of the customer are more successful than individuals. This inter-disciplinary co-operation promotes both transparency and the communication flow in the company. Employees who no longer have to observe hierarchical structures, know the “whole picture” and moreover are guided by a common vision and common values know how to make decisions in the interest of the company. Could agile organisational forms, such as squads, chapters or swarms also be helpful for your company?