Key Success Factors for Communally Managed Companies -Case SuperStory: Consultive Community for Creative Industries
Vuorinen, Hanna (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023052514042
https://urn.fi/URN:NBN:fi:amk-2023052514042
Tiivistelmä
Many companies are looking to modernise and reform their leadership and management culture to face modern challenges better. Businesses operate in an environment characterised by turbulence, uncertainty and rapid technological, social and political change, unlike anything we have experienced before and in which the old models are becoming obsolete.
The thesis aims to study the communal management model (CMM), the prerequisites for its success, and assess whether the management model in question could work for a consultant company. The client of this thesis, the SuperStory, is a newly grounded company by two individual consultants. They want to gain a more in-depth understanding of the possibilities CMM could offer for the company's growth.
In the literature review, this thesis studies the academic framework of the communal management model and focuses on the implementations done in a Dutch nursing company Buurtzorg. Buurtzorg works in a different industry, so the literature review focuses on determining the essential and applicable key success factors for operating a communally managed company.
The quantitative survey research in this thesis focuses on mapping the readiness of freelance consultants working in the creative industry to form a community-driven network. The research focuses on gathering data on three subjects: The scope of shared values, interdependencies and modularity of work and common denominators for developing work life.
The development phase of the thesis was made as a co-development workshop. All responses to the survey were invited to the two-hour workshop. The workshop participants were experienced in both the creative and consulting industries. In the workshop, participants received information about the theoretical framework of the communal management model and the Buurtzorg operational model as a case example. A general question was posed: What of this model can be applied to a consulting company?
Based on the insights and discussions of the workshop, the community-driven model allows for diversity in perspectives, which can bring significant added value to the customer. Building a corporate culture based on trust, sincerity, and a shared mindset is crucial to the model's success. The working group suggested data collection and iterative experimentation to find a communally managed operational model for the company. Overall, the workshop participants saw many opportunities in the community-driven consulting model, which could offer clients better quality solutions and create added value for consultants themselves.
The thesis aims to study the communal management model (CMM), the prerequisites for its success, and assess whether the management model in question could work for a consultant company. The client of this thesis, the SuperStory, is a newly grounded company by two individual consultants. They want to gain a more in-depth understanding of the possibilities CMM could offer for the company's growth.
In the literature review, this thesis studies the academic framework of the communal management model and focuses on the implementations done in a Dutch nursing company Buurtzorg. Buurtzorg works in a different industry, so the literature review focuses on determining the essential and applicable key success factors for operating a communally managed company.
The quantitative survey research in this thesis focuses on mapping the readiness of freelance consultants working in the creative industry to form a community-driven network. The research focuses on gathering data on three subjects: The scope of shared values, interdependencies and modularity of work and common denominators for developing work life.
The development phase of the thesis was made as a co-development workshop. All responses to the survey were invited to the two-hour workshop. The workshop participants were experienced in both the creative and consulting industries. In the workshop, participants received information about the theoretical framework of the communal management model and the Buurtzorg operational model as a case example. A general question was posed: What of this model can be applied to a consulting company?
Based on the insights and discussions of the workshop, the community-driven model allows for diversity in perspectives, which can bring significant added value to the customer. Building a corporate culture based on trust, sincerity, and a shared mindset is crucial to the model's success. The working group suggested data collection and iterative experimentation to find a communally managed operational model for the company. Overall, the workshop participants saw many opportunities in the community-driven consulting model, which could offer clients better quality solutions and create added value for consultants themselves.