IOT feedback from the teams ,” says Wikman . “ We said to them that , ‘ once we ' ve tried things this way , if you all want a leader to come back and oversee you , then we ' ll put things back the way they were ’. And of course no one wanted that .”
In a future where research by Ericsson estimates that 60 % of white collar work will take place outside the company office , it ’ s easy to see how the pseudo-military , hierarchical structure that has existed at the heart of enterprise organisation for over a hundred years has outlived its usefulness . In November of last year , consulting and analytics firm McKinsey released a report on the need for agility in the post-COVID workplace . Report authors Quentin Jadoul , André Nascimento , Olli
Salo , and Renato Willi note that , “ Never have companies of all sizes felt so much pressure to make their business models fit changing requirements . And the need for speed won ’ t be temporary — digitisation , globalisation , automation , analytics , and the other forces of change will go on accelerating too .”
Agile , innovative , creative , and better than we used to be . As we adjust to the second year of the COVID-19 pandemic , the need for meaningful and lasting organisational change has never been felt more keenly . McKinsey ’ s report shows a clear advantage gained by companies practising agile strategy during the pandemic over their
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