Hence the idea of self organized teams with self determined team members which driven by technology was adopted by the soft ware industry in the nineteen nineties Multi tiered hierarchies com plex reporting systems and controlling practices setting the pace All these factors had been slowing projects down so much that soft ware was often obsolete before it even reached the client In addi tion many applications were never finished because bugs detected during their development stage were not reported to higher levels of management resulting in ever new completion deadlines that em ployees at the operating level knew could not be met Market success returned only when companies switched to a more open organiza tional culture and flatter hierarchies Corporations implement New Work with success Steadily growing pressure to innovate shorter and shorter product cycles and manufacturing and development technologies are the reason why the ideas of New Work flourish also in major corporations that have traditionally tended to be rigid Let s take Siemens for ex ample There the project of a new factory building had tied itself in knots ultimately to the point of total standstill due to hierarchies control mechanisms and detailed planning Siemens project spe cialists Sabine Kluge Ronny Grossjohann and Dr Robert Harms ini tiated a radical change toward self organized agile ways of working in which the project members became real entrepreneurs and proj ect owners The resulting factory surpassed all expectations accord ing to Siemens Fast agile and highly effective teams with members who think like entrepreneurs these so called intrapreneurs are the transformation vanguard of major corporations on the road toward new agility Auto motive and industrial supplier Schaeffler has long recognized the ef fectiveness of such small entrepreneurial units too The Bio Hybrid is a case in point The idea of closing the gap between bicycles and electric microcars by a four wheel e bike was initially driven in house New Work characteristics agile and flexible interaction instead of a maze of hierarchies 51 Here and now

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