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But how do Flash Organisations work? How I can make it so that an employee who comes out of a meeting Tuesday morning with project work and a certain budget X is then able to work on this task with the right team by Thursday? Sure, the marketplaces that can find the talent needed for my project; known as “trusted advisors” by Stanford professors Michael Bernstein and Melissa A. Valentine. Valentine call them. But all of this won’t work without a special company mindset, no matter whether it’s a traditional hierarchy or fluid holacracy: as soon as permanent employees become part of the Flash Organisation, we need department heads who are willing to make good people temporarily available for a project. These department heads also trust the employees will return to their jobs with valuable input from their interdisciplinary project work, and they also know that at any time, in order to reach their own annual goals, they might have to rely on col- leagues from other departments by means of a Flash Organisation. We need a work culture in which expertise defines the roles, because the roles define the Flash Organisation. We need employees who care less about titles than the success of a project, who have self-confidence instead of egos, and who can change their roles: today’s manager will do the legwork tomorrow. A project is managed by the person who has the most relevant experience – it doesn’t matter whether this person is part of the company or is external, nor how long he or she has been involved.
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