Thriving in fluid structures: Why mindset matters more than models

Increased volatility, uncertainty, complexity, and ambiguity (VUCA) in today’s business environment is pushing many organisations to consider more flexible organisational structures.

Matrix management has been mainstream for some time, with some estimates suggesting up to 90% of Fortune 500 and FTSE 100 businesses operate some kind of matrix model. However, this is beginning to evolve, with more organic and fluid approaches continuously being explored and implemented.

However, whatever the structural model adopted, success depends less on the model itself and far more on the mindset of leaders and teams. The advantages of dynamic structures are clear, but without a transformation in thinking and behaviour, the predicted benefits can be hard to realise.

The challenge of organic structures

Organic management structures bring significant challenges. Frequent change, a sense of isolation, and separation from colleagues with shared skills and experience can feel disconcerting. Individuals may become defensive, and siloed thinking can reassert itself. This is clearly in direct contradiction to the purpose of cross-functional, fluid structures.

Organisational development should therefore focus as much on team and individual dynamics as it does on organisational design, to unlock the true potential of flexible working models.

Leading without authority

At the core of success in these modern organisational models is the ability to lead without formal authority and to embrace shared leadership. In traditional command-and-control structures, teams followed leaders because of their position at the top of a clear hierarchy. In today’s organic environments, leaders must develop and practise different forms of power. Different individuals may lead at different times and in different ways.

Thriving in these scenarios requires both organisations and individuals to adopt new ways of thinking and being at work.

The first critical shift is taking full personal responsibility for shared commitments. Even as a sector or function specialist, or as a business partner within a wider team, it is vital that individuals are committed to the team's overall goals. Remaining within the safety of a specialism limits engagement and closes down opportunity.

Multi-disciplinary teams are successful when a culture of generosity is engendered. Rather than worrying how you show up as an individual or functional representative, the brave step is to embrace uncertainty and contribute beyond the boundaries of your expertise. Switching to a mentality of full commitment (doing whatever the team needs) empowers individuals and creates energy.

Risking radical candour

Leaders empower others by making boldly declared commitments and continuously enrolling team members by listening carefully to the "little voices". These are the hesitant contributions that might otherwise go unheard. This leadership without authority encourages others to step outside of their comfort zones and commit fully to the success of the team.

But others must be willing to take up this challenge and bring their personal power to the fore. Engaging a growth mindset (one that not only seeks learning but is also willing to risk vulnerability), underpins success. Being comfortable with ambiguity and recognising that no one has all the answers creates the conditions for true collaboration.

Radical candour about the limits of expertise, combined with a mindset that actively looks for ways to deploy personal attributes in the service of the team’s commitment, opens the door to deeply fulfilling participation.

Contributing personal power

Encouraging and supporting every team member to bring their whole self to work each day is the foundation of any effective multi-disciplinary team. People must be respected for their complete contribution, not pigeonholed as one-dimensional "experts" fulfilling narrowly defined functions.

Trust lies at the heart of this. Stripped of the assurances that come with rigid roles, trust flows from the shared responsibility individuals take for the team’s declared commitments. Working through breakdowns together reveals unexpected contributions and new ways of approaching challenges.

Transforming concerns into requests, avoiding blame and commentary, and focusing on collective learning helps avoid the conflict and finger-pointing that often blights multi-disciplinary teams. Effective shared leadership comes not from passively expecting influence because of what you do, but from proactively contributing personal power because of who you are. The question shifts from "Can I trust you?" to "How am I trustworthy?"

Creating high-performance in a fluid world

Building high-performance multi-disciplinary teams means instilling empowered responsibility across every team member. The foundation is an environment where individuals feel safe to bring their whole selves to work, contributing fully to projects they believe in and that aligns with their personal values.

Delivering this requires a breakthrough in mindsets, both within individuals and across the collective team. It is not easy. One of our partners described the challenge for organisational development teams as creating the stage for teams to perform on, empowering them to find and pick up the microphone, and encouraging them to sing their best song.

If you’d like to learn more about how we can help you create high-performing fluid structures, please get in touch.