Is teamwork the problem or the solution? : Other forms of co‐operation may be more effective – and save precious management time

Purpose – This paper aims to advance the view that complex organizations rely too much on teamwork, resulting in lower productivity. Design/methodology/approach – It observes that many organizations are moving away from the hierarchical, command‐and‐control style of working, in favor of greater collaboration across departments, territories and different organizations. This is known as a matrix organization. The reasons for developing a matrix structure are commendable. However, if implemented poorly, a matrix structure will slow down decision‐making, increase the number of meetings, increase costs and create mistrust and resentment in the workplace. Findings – This paper highlights research by training and consultancy firm Global Integration which shows that people in large and complex organizations spend, on average, two days a week on meetings, calls and web meetings, and 50 percent of that time is wasted. Practical implications – It examines what is really meant by “a team”, and identifies which structures are suitable for maximum efficiency. Originality/value – The paper targets senior leaders and HR directors with a responsibility for organizational structure and team leadership. It provides thought‐leadership and best‐practice for virtual teams.