Agile work systems

Organisations must now accept that change is itself a constant.

They need to adapt to this new reality by making their work
systems more agile. This means using systems that improve the
quality of decisions by taking in information from all stakeholders
and involving these stakeholders in the decision-making process
itself so that they are more committed to its implementation.
Every system that can accelerate the implementation of
decisions should be considered.

The characteristics of traditional work systems

Traditional systems have their own characteristics and advantages.

Work is based on jobs

Work is broken down into its component tasks that are grouped together into a logical set, which is called a job.
The job description states what an individual is supposed to do and what skills are needed.

Individual goals
People are given individual goals. Achievement and incentives are also addressed individually. People, therefore,
are not typically motivated to consider the goals of their coworkers, or of the organisation as a whole and the
society in which it functions.

Work is performed by individuals

Work is performed mainly by individuals because much of the interdependency among them is managed by the
hierarchy or technology, or addressed in the job description itself. Even when teams are formed, individuals often
operate independently, with little coordination and with narrow skill sets. People have little interaction with
specialists from other functions, let alone external stakeholders.

Maximised, stable product cycles

Product cycles are expected to be as long as possible, and efficiency in production is expected to improve over time.
There is therefore strong pressure to avoid changing product features. Change is seen as a distraction and a waste.

Closed and fixed work spaces

In parallel to their specific, fixed jobs, people are assigned to closed and inflexible work spaces according to their
functions. These may not match the way people are actually working as things change, and may not take advantage
of advances in technology.

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The limitations of traditional work systems
Traditional work systems also come with a built-in set of limitations.

Slow to change
Traditional work systems worked great in a stable or slower-changing environment but are ill-equipped for constant
change and can be very slow to adapt. They often fight to defend stability and the status quo in which they used to
thrive instead of undergoing necessary changes.

Poor decision-making
Individualised top-down decision-making that determines goals and actions without broader input is risky, because
key information can be missed. Furthermore, people do not feel as committed to implementing decisions that they
had no input into. And finally, without a shared purpose individual goals can conflict with those of other functions,
and decision-making becomes more complicated.

Narrow employee commitment

People are less committed when they stick to their job descriptions and have minimal relationships with their
colleagues and the other stakeholders.

Environmental damage
Narrow job descriptions and individual goals mean that people may lose sight of the larger picture and be working
at cross purposes, and meanwhile nobody feels responsible for the environment. The failure to consult with all
stakeholders inside and outside the company can also lead to the environmental impact being overlooked.

Agile work systems

There are multiple ways of moving to a more innovative, agile and sustainable work system, and each one has its
own benefits.

Focus on activities, not jobs

Instead of job descriptions, people should ask, “What needs to be done?” They can then perform tasks that respond
to environmental demands. Continuous change becomes normal.
Dynamic work assignments and relationships allow a much more flexible way of working. Unforeseen challenges
can be met by new team configurations.

Guided by shared goals

Everyone should see their work in its context, and not just their own piece of the project. There must be a clear
line of sight from their work to the final impact on customers, vendors and the larger system. Goals should be set
collaboratively between all stakeholders, and be challenging but achievable.
People are more motivated to work hard for change when they share goals, and are less likely to be working at
cross purposes.

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Multiple stakeholders
Organisational effectiveness must now be seen in terms of the interactions among a range of stakeholders, whether
inside or outside of the company, and in coordination or in opposition. This can be organised through face-to-face
meetings or through videoconferencing and other technologies.
Intentionally bringing together stakeholders can coordinate behaviours so that organisational goals are achieved.
This can sometimes be frustrating at first, as people can be slow to listen to each other’s views. But typically,
better decisions and higher performance are the end result.

Temporary and iterative processes

We no longer live in a world where the exact same products or services will be produced forever with a goal
of gradually increasing efficiency. The goal must instead be to expect constant change, and understand that any
work process or product is temporary – it will change when it no longer contributes to economic, social and
ecological goals.
Effectiveness is therefore achieved through constant, frequent improvements to products and services.
Instead of trying to block change in the environment, the organisation can then adapt products to it.

Open and flexible spaces

Flexible and open spaces can be configured and reconfigured. Some companies are moving from fixed, individual
cubicles to “neighbourhoods” that include meeting spaces, lounges, quiet spaces and private “huddle rooms”.
Laptops and mobile phones allow employees to work from anywhere in the building – and outside of it.
These spaces change how people work and interact, and provide more flexibility. They allow people to come
together in groups of various sizes, as well as have peace and quiet for individual work.

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