Self-Organization and Strategy Development - Part 3

Part 3: Did self-organization become stronger through this process?

The Question of Results

After several months of participative strategy development, the question arises: Did it work? Was self-organization strengthened or weakened by the process?

Yes! Self-Organization Was Strengthened

The team recognized that it can and wants to continue without permanent guidance from a team coach. Through mostly indirect process facilitation, no dependency was created.

“With the goal system we’ve now developed, we can align our self-organization to optimally serve the company.” — Timo Kuske, Business Designer

A Stronger Trust Culture

The most important effect is the strengthening of trust culture. When a strategy process succeeds with the involvement of all actors, it has a significant impact on mutual trust.

“It feels good to be able to contribute something to the strategy. I also appreciate our managing director’s trust in us.” — Simon Stellwag, Service Designer

What We Measured

• Engagement: Higher participation in follow-up discussions
• Alignment: Clearer shared understanding of priorities
• Ownership: People reference “our strategy” not “the strategy”
• Speed: Faster decision-making on strategic questions

Looking Ahead: Strategy Is Never Finished

In implementation, a strategy first becomes real. After the decision comes implementation, then review, then evaluation of results at quarter’s end, and renewed planning.

The cycle continues - and in a self-organized company, everyone remains part of that cycle.