The Future of Work: Balancing Structure and Freedom in New Roles

New Roles, Old Challenges

According to the World Economic Forum’s 2018 “Future of Jobs” report, many current organizational roles are likely to be disappear as early as 2022, only to be replaced by new organizational roles. You may already be seeing these changes in your organization. Does your organization have a data analytics manager yet? How about a social media specialist?

Organizations are increasingly hiring people into novel positions, but often struggle to support these new roles. Too much structure will stifle creativity and innovation. Too much freedom will lead to ambiguity and chaos.

The Tension between Control and Freedom

To better understand the tension between control and freedom in new roles, we analyzed more than 4000 pages of interview data, company documents, and media reports from 21 organizations that recently established a “sustainability manager” position and appointed someone to the role.

Our research found that organizations vary in how tightly they structure new positions, but almost all fall into one of three configurations: too tight, too loose, or just right.

Too Tight, Too Loose, or Just Right?

Organizations that fall into the “too tight” configuration have rigid structures and formalized processes for their sustainability initiatives. Sustainability managers in these organizations often feel micromanaged and have limited discretion.

On the other hand, organizations that fall into the “too loose” configuration have little structure and few processes in place for their sustainability initiatives. Sustainability managers in these organizations often feel overwhelmed and lack the support they need to succeed.

Just Right: The Sweet Spot

The “just right” configuration, however, is characterized by a broad overall commitment to sustainability, but the specific sustainability initiatives are not rigidly formalized. Sustainability managers in these organizations have considerable discretion to launch and champion innovative social and environmental initiatives.

Collaboration and Empowerment

Sustainability managers in these organizations leverage their discretion to successfully collaborate with internal (i.e., colleagues in other functional areas) and external (i.e., communities and regulators) stakeholders. Sustainability programs are decentralized, so social and environmental initiatives are not viewed as top-down directives but are embedded in the routine activities of other functions.

Empowerment

Managers in this configuration feel empowered, allowing them to drive meaningful change within their organizations. They are able to adapt quickly to changing circumstances and are well-equipped to respond to emerging social and environmental challenges.

Conclusion

In conclusion, our research suggests that organizations need to strike a balance between control and freedom in new roles. By providing sustainability managers with the right amount of structure and autonomy, organizations can empower them to drive meaningful change and achieve their sustainability goals.

Frequently Asked Questions

Q: What is the key to striking a balance between control and freedom in new roles?

A: The key is to provide employees with the right amount of structure and autonomy. This allows them to feel empowered and motivated to drive meaningful change.

Q: How can organizations achieve this balance?

A: Organizations can achieve this balance by providing clear goals and expectations, while also giving employees the autonomy to make decisions and take initiative.

Q: What are the benefits of providing employees with autonomy?

A: Providing employees with autonomy can lead to increased motivation, productivity, and job satisfaction. It can also drive innovation and improve employee engagement.