MAN ES in Zurich is experimenting with new forms of working. Can other sites benefit from the lessons learned?

MAN ES should become the Google of industry” – in 2020, Patrik Meli, MAN ES Schweiz AG’s Head of Site, called for new ground to be broken and traditional ways of working to be reassessed. In so doing, he fired the starting pistol for the formation of self-organized communities, made up of employees from different departments and hierarchical levels, which dedicate themselves to topics of relevance to the future on a voluntary basis. This has given rise to various projects, two examples of which are presented below.

Boosting agility with self-organization

An example in which projects are presented department-wide first shows how freedom can be used meaningfully. Instead of projects being assigned to the employees, they are advertised on an online platform. Employees then sign up for them based on their interests and strengths. “We basically apply for the project that especially interests us and tallies with our skills. 
The choice is made without line managers and takes the pressure off them,” Lukas Rusch, Drive System Engineer, explains. “Although we all have a lot to do, the system works amazingly well.”

Working on equal terms

Matthias Wille, Head of Testbed, is breaking new ground in Supply Chain Zurich too. He has ventured a step towards more participation and given his employees a say in individual salary increases – a voluntary additional contribution. “The employees evaluate each other’s performance using an anonymous point system. The initiative has met with great approval, with the objectivity and fairness of the result being boosted by broad-based support.”

Refining roles

More autonomy and self-organization on the part of employees also has an impact on the roles and tasks of managers. The examples described above work, but are not readily transferable. They are intended to encourage colleagues to question the status quo, be brave and try something new.