To vanlige digitaliseringsfloker

Abstract

Når verden endrer seg gir det offentlige virksomheter både muligheter og utfordringer, men også endrede rammebetingelser. For holde seg relevant må de organisere seg slik at de er i takt med brukernes endrede behov og forventninger. Teamorganisering er den mest dynamiske organisasjonsformen vi kjenner. Mange norske virksomheter velger nettopp å bevege seg mot en teambasert organisering for å holde seg relevant for målgruppene og levere verdi. Denne overgangen er et hamskifte, ikke to graders kursendring som preges ofte av noen digitaliseringsfloker. Artikkelen presenterer to typiske floker: målsetting og lederens rolle og ansvar. Abstract in English In an ever-evolving world, public organizations are confronted with continuous shifts in their operating environment. This presents a spectrum of opportunities and challenges. To maintain relevance in this dynamic landscape, it is imperative that these organizations continuously focus on organizational form to meet the evolving needs and expectations of their users. To our knowledge, team organization is the most dynamic organizational form. Recently, aiming to stay relevant and capitalize on the benefits of digitalization has become a strategic choice for many organizations. This move towards team-based structure is not merely an adjustment but a fundamental transformation, essential for harnessing digitalization's full potential. This transition often encounters two "digitalization tangles”: goal setting, and the roles and responsibilities of leaders. Goals must be tailored to the team organization and cannot follow the traditional matrix organization structure. When goals are set along the axes of expertise and delivery, they create competing objectives, which makes it difficult for teams and individuals to prioritize in their daily work. Leadership in a team-based organization requires a paradigm shift. Leaders must pivot from traditional task-focused management to fostering value creation and team success. This necessitates a nuanced understanding and execution of leadership roles, balancing clear direction and goal setting with the autonomy of task execution. Some leaders struggle in this new context, veering towards either absenteeism or micromanagement, both of which hinder the efficacy of team organization. Successful public organizations that leverage the advantages of digitalization through team organization overcome these challenges. They establish clear, non-conflicting goals, and leaders play an active role in facilitating team success, embracing the evolution of their roles with a learning mindset and commitment. Our experience suggests that thriving in a team organization differs fundamentally from traditional matrix or domain-based forms of organizing. It requires a rethinking of fundamental business aspects, including goal setting and leadership roles.