Spotify’s successful balance between employee autonomy and accountability is largely due to its innovative organisational structure. The company utilises ‘squads’, small cross-functional teams that have the autonomy to decide what to build, how to build it, and how to work together while building it. Each squad is given a mission, a long-term goal, and metrics. They are accountable for their own success.
This structure has led to high levels of motivation and productivity among employees. Spotify has found that when people feel a sense of ownership and responsibility for their work, they are more likely to be innovative and creative. However, this doesn’t mean there’s no oversight. Squads are part of larger ‘tribes’, which are collections of squads that belong to the same business area.
The tribe leader’s role is to communicate strategy, set priorities, and remove obstacles. They don’t tell squads what to do, but they ensure that squads are aligned with the company’s overall mission. Spotify also uses ‘guilds’ and ‘chapters’ for further alignment and coordination. Guilds are communities of interest, while chapters are similar to traditional line management, where people with similar skills and roles can discuss their work and development.
The company’s structure fosters a culture of autonomy and accountability, leading to high employee satisfaction and impressive business results.
Go to source article: https://hbr.org/2017/02/how-spotify-balances-employee-autonomy-and-accountability