More and more organizations are becoming interested in agile methodology on a large scale and not only in software development. It is increasingly important to create organizations that can quickly adapt to a constantly changing environment. An important part of such adaptability is considered to be self-organization. An important question for us is whether self-organization within groups differs from self-organization between groups. Many companies have experience with agile methodology at the group level, but now that we are interested in agility at the organizational level, new challenges arise that are likely to require different approaches than those we know from the group level.
There are both differences and similarities between the characteristics of self-organization within and between groups. Mutual dependencies seem to be a prerequisite for self-organization regardless of whether it takes place within an established working group or whether it takes place to deal with issues that emerge as common to several different working groups. This follows from previous knowledge about self-organizing groups in development organizations, which emphasizes that a common ownership of a subset of the product is fundamental for self-organization to work. This also seems to be true for self-organization between work groups, but a prerequisite seems to be that the dependencies to be managed are more clearly defined and specified.
Start from the value streams that exist in the organization
When introducing self-organizing work groups, it is already known that one should identify and start from the value flows that exist in the organization. It is also often recommended that some type of hierarchy or centralized coordination unit be established to manage dependencies between the groups that are established. Here we have found reason to recommend caution. While centralized coordination may be necessary, it should be based on the ways in which developers have resolved dependency issues between groups in the past. Existing networks, which are often shadow structures in the organization, should be encouraged to come to the fore as a starting point for managing intergroup dependencies in a self-organizing organization. Self-organization both within and between groups also requires a break with the traditional view of leadership. Roles should be designed that focus on enabling shared and relationship-based leadership both within and between self-organizing groups.
Existing networks, which often constitute shadow structures in the organization, should be encouraged to come to the fore as a starting point for managing interdependencies between groups in a self-organizing organization.
Our research project suggests that organizations have an inherent self-organizing capability that enables the management of uncertain projects despite a plan-driven approach. It also indicates that coordination between groups is central to scaling up agile working methods and that such coordination should be based on the organization's inherent ability to self-organize.
The project is funded by Vinnova.
ludvig.lindlof@chalmers.se
References
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Pushpananthan, G., Lindlöf, L., & Rothoff, M. (2019). The role of tactics in R&D: Insights from an autonomous car project. Presented at the R&D Management Conference 2019; The Innovation Challenge: Bridging Research, Industry & Society, Paris. Retrieved from https://research.chalmers.se/en/publication/510948
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Berglind Söderqvist, J., Lindlöf, L., & Hoda, R. (2018). Self-organization of the product and organization relationship - A processual perspective on the mirroring hypothesis. Presented at the R&D Management Conference, Milano. Retrieved from https://research.chalmers.se/en/publication/504107
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