Structuring - Clay Parker Jones

Networks of teams balance autonomy with structured coordination through explicit interfaces and protocols.

Management responsibilities shared within a team, rather than centralized in an individual.

Leaders are chosen through structured elections rather than appointments.

Structure the organization around purpose-driven customer needs, with platforms enabling customer-focused work.

Internal support teams (HR, Finance, IT) function like product teams, offering scalable self-service tools.

Teams operate autonomously within clear boundaries, making decisions independently.

Small, focused teams outperform large teams by reducing complexity and improving execution.

A digitally enabled marketplace for talent and work within the organization.

Cross-team communities that voluntarily share knowledge and learning.

Role-based communities set standards and share best practices, allowing teams to remain independent.

Clear ownership of domains and assets reduces friction; each team knows its decisions and resources.

Teams select representatives to participate in higher-level decisions, ensuring decisions reflect teams’ input.

Incentives structured at the team level promote collaboration instead of competition.