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MIT Sloan Study on Organizational Culture

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COVID-19 has overturned the traditional working style. Remote work and hybrid work have expanded their geographical potential, and shorter working weeks and flextime systems have changed the parameters of traditional work days and worker expectations.

In this new era, leaders at all levels of the enterprise are struggling to identify the right organizational culture for this new moment.

What MIT experts and researchers are thinking is an important step in building a working organizational culture now and in the future.

Accept decentralized leadership

Smart organizations are moving from command-and-control leadership to decentralized leadership. MIT Sloan professorIt is defined as a collaborative and autonomous practice managed by a network of formal and informal leaders throughout the organization.

This practice gives people the autonomy of innovation and uses non-coercive means to align people towards a common goal. This is a very attractive structure for employees who are accustomed to being autonomous and empowered.

“Top leaders are upside down,” said a MIT Sloan instructor. Someone working with Ancona on team and agile leadership research.

“Their job is not to be the smartest person in a room that has all the answers,” Isaacs said. “Rather, as many people as possible have their expertise, knowledge, their skills and ideas.”

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Foster a digital workforce …

According to Kristine Dery, an academic researcher at the MIT Information Center, in order to turn a traditional workforce into a future-ready workforce, leaders need to provide workers with the technology they need and take full advantage of those tools. You need to be accountable and competent. System research.

According to Dery, companies empower their problem solvers by creating an environment that supports continuous and rapid learning that can leverage technology to solve unpredictable problems. You need to aim. These employees need to have the confidence to solve problems and the skills to work effectively in the digital world.

This is not a good idea in theory. Companies that invest the right experience in their employees and make sure they are ready for the future tend to outperform their competitors. On average, we’re achieving 19% more revenue growth and 15% more profit than our competitors. These companies are also more innovative, better at cross-selling, and offer a significantly better customer experience, Delhi said.

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… But don’t ignore the employee hierarchy

Junior ascension should be treated with caution. In the technology-first world, young workers are often more knowledgeable than older colleagues, but MIT Sloan says that promoting them quickly can lead to friction with senior colleagues. Research professor of work and organization says. She recommends creating a peer training program that replaces both senior and junior employees through the role of trainer.

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Strive for managers who understand agile leadership

Agile organizations are full of people who are free to move forward, propose new ideas, and put them into action. Isaacs, Ancona, and collaborator Elaine Backman have identified three types of leaders in agile organizations.

  • Entrepreneurs — Low to medium level idea generators that stimulate trust through technical expertise and reputational credibility.
  • Enable — A middle manager who is often a good connector and communicator and removes obstacles to entrepreneurial leaders.
  • Architecture — Often a high-level leader in shaping culture, structure and values.

“For many companies,” purpose “is the motto of the wall. It’s not really alive. It’s just a lip service, “Isaacs said in a webinar at the MIT Sloan Executive Education on agile leadership. “In an agile organization, [managers] I am good at removing the purpose from the wall and incorporating it into daily decision making. “

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Rely on middle management to help promote DEI

Almost every company is stepping up its diversity, equity and inclusion efforts. A study by Stephanie Creeley, an assistant professor at Wharton School, found that middle management is especially important in promoting diversity and participation in the workforce.

At last year’s MITSloan Management Review Work / 22 event, Creary said that while executives and senior executives are often motivated by market position and competition, middle managers usually focus on teams and their performance. He explained that he would be the ideal champion for DEI’s efforts. ..

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Build a culture that supports remote teams

In their book “Remote, Inc.”, he is a senior lecturer at MIT Sloan.Co-author Alexandra Samuel provides a way for managers to effectively communicate with remote employees and increase their productivity.

The author recommends four tools: basic rules, team meetings, one-on-one, and performance review.

“Even experienced managers face new challenges when they first start managing remote teams in whole or in part,” the author writes. “We need to ensure that our team is able to get the job done, but we also need to add special attention and TLC to managing problems that occur with remote workers, such as personal isolation and communication problems with colleagues. “

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Strengthen the link between worker benefits and company goals

Study by Professor MIT Sloan The co-author of “Overload: How Good Work Has Got Bad and What Can You Do About It” states that happy employees are more likely to get involved, become enthusiastic, and stay at work. I found.

To increase employee satisfaction, companies need to consider dual-agen work redesign, the pursuit of an action plan that links employee well-being and experience to company priorities and goals.

The dual agenda design encourages employees and managers to consider how they can change their jobs in ways that benefit them, their families, and even the organization.

“Work redesign is not a change in company policy, it is an effort to set new standards to rethink and redefine the way teams work,” Kelly said. “Dual agenda means that these changes work in a way that is more sustainable, reflects personal and family priorities, and protects health) as well as organizational concerns (working effectively) and employee concerns. Refers to the fact that it deals with both. “

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