Autonomous Work Culture/Teams

Goals

The goals of this research are to provide (1) a brief history about the rise of autonomous culture/teams in the workplace, (2) a brief history about which organizations/people led the movement for autonomous culture/teams in the workplace, (3) examples of successful autonomous culture/teams, (4) examples of how experts say that the autonomous culture/teams approach can be successfully used in the workplace, (5) examples of how distinct industries have embraced autonomous culture/teams, (6) key principles of autonomous culture/teams, (7) statistics about autonomous culture/teams, and (8) statistics and/or insights from industry professionals regarding their predictions for the future growth and/or changes to autonomous culture/teams in the workplace.

Early Findings

Statistics About Autonomous Culture/Teams

  • A study conducted by Cornell University analyzed "320 small businesses and found that autonomous companies grew four times faster than the traditionally managed companies."
  • The aforementioned Cornell study further found that the employee turnover rate was one-third lower among autonomous companies compared to companies that were managed in a traditional manner.
  • A recent study found that among individuals who held management positions, 90% said they either have "'some' or 'a lot' of autonomy" at work.
  • Among other employees surveyed, between 40% and 50% said they have much less autonomy.
  • Data published by SHRM showed that 46% of employees surveyed said it was very important for them to have autonomy with decision-making at work. However, 32% said they were very satisfied with the autonomy they have with decision-making at work.
  • Another study found that 12% said having more autonomy "would be the most important thing a manager or a company could do that would help" them be successful at work.
  • A 2019 article from Linkedin cited data which showed that an employee who works for "a company where employees are empowered was 34% more likely to stay for three years compared to someone at a company seen as giving employees less influence and autonomy."
  • According to a 2019 article from Effectory, results from recent research that said company conducted found that "52% of employees lack autonomy in their work."
  • Effectory also stated the following increases that result from an employee having autonomy at work: 20% increase in role clarity, 17% increase in commitment/engagement, 15% increase in alignment/satisfaction, 15% increase in social safety, and an 11% increase in adaptability.

Summary of Initial Research

During our initial research, we were able to find more than eight statistics about autonomous work culture/teams. The other information requested about the topic of autonomous work culture/teams can be covered with further research, as is outlined in the Proposed Next Steps below.

Proposed next steps:

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