Thriving in a BANI World: Why Companies Struggle After Moving Back to the Office
In the rapidly evolving world of business, companies returning to the office environment are now confronting the harsh realities of the BANI world — a realm defined by its inherent Brittle, Anxious, Non-linear, and Incomprehensible nature.
The challenge of remote work, thrust into the forefront during the pandemic, was a substantial hurdle for organizations worldwide. A swift adaptation was required, equipping employees with more than just necessary tools but also fortifying them with the mental and emotional support needed to thrive in this virtual work landscape.
This transition peeled back the curtain on the ill-defined teams and focus areas that were hidden within the familiar confines of the physical office. This revelation has been a stumbling block for many, undermining both their digital transformation efforts and the overall health of their organizations.
To counter these challenges, the insightful book “Team Topologies” by Matthew Skelton and Manuel Pais, launched just as our world began its massive shift, throws light on successful patterns for a remote-first approach.
Their approach emphasizes the importance of well-defined team interactions for effective IT delivery in a remote-first world. They suggest using simple tools for dependency tracking and patterns from Team Topologies, such as the Team API. This approach enables organizations to effectively manage the challenges of working remotely and ensures that teams remain cohesive and productive.
Regrettably, not every company was successful in adjusting to this new modus operandi. With a rush to restore “normalcy”, several organizations are reverting to office-centric operations, often overlooking the unique challenges and opportunities this transitional period represents. These are the companies that seem to wrestle the most in a BANI world.
The struggle often surfaces from a lack of understanding or implementation of the concepts from Team Topologies. In particular, many companies failed to properly structure their teams in a stream-aligned manner. Stream-aligned teams are autonomous and designed around the flow of work. Failing to structure teams in this way can lead to a lack of alignment and focus, inhibiting the efficiency and productivity required in a BANI world.
Furthermore, these struggling organizations often missed the mark in building teams that are highly cohesive yet loosely coupled. In other words, they didn’t manage to create teams where members work together efficiently (high cohesion) but remain independently effective and flexible (loose coupling). This key principle expedites response times, fosters creativity, and improves resilience — qualities essential for any business operating in a BANI world.
Reflecting on the team identities and structures post-pandemic and incorporating the principles from books as Team Topologies, we can devise strategies that are robust and adaptive. The goal should be to craft cohesive, autonomous teams capable of thriving in an ever-changing environment.
Optimal productivity and resilience don’t come with merely changing locations. Rather, they come with embracing the underlying principles of well-defined teams, stream-aligned structures, and loose coupling. Then, and only then, will we be prepared to weather the complexities thrown at us by the BANI world.
