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Self organising organisational structures

Contrary to the divisional, functional, matrix and hybrid structures of the brick and mortar era, we see spontaneous autonomous structures evolving in organisations, where nature of output can be identified, monitored, measured and rewarded at individual or small group levels. Rigid structures of the past derived from the inability to parse larger organisational inputs / outputs and associate them to smaller defined groups to align efforts and rewards. Such an evolution is also due to individual needs for autonomy, growth and discovery. This is reflected in knowledge organisations allowing associates to come up with new ideas, choose their teams, work without supervision and encourage intra entrepreneurial initiatives to cater to growth, autonomy and innovation needs. Emergence of crowd funding is also a pointer to this trend

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Author: subbu

A management consultant and trainer with three decades plus experience in consulting, training and management education. Experience encompasses infrastructure, utility and energy sector, investment planning and feasibility, transformation, e-governance, strategic planning, assignments funded by the UN, World bank, EU, OECF, training assignments on reforms for government officers, business development, contract management and program management.

Led a two year post graduate infrastructure management (MBA) program for engineers.

A graduate electrical engineer and Fellow in Management from IIMB. Independently provides coaching / academic support to management students on projects, assignments, dissertations. He was honorary director for management studies and advisor to an educational group.