I’m not actually predicting the future. I’m generating scenarios.
– William Gibson.
The following outlines a possible future for teamwork in the tech industry, which is particularly obsessed with efficiency, performance and scale — ultimately reflecting many of the characteristics of capitalism. This view remains optimistic, but hopefully not naïve; it deliberately avoids dystopian scenarios in which machines govern humans – “that future is already here — it’s just not very evenly distributed.”
Like most visions of tomorrow, this one is more an exercise in imagination than prediction.
Smaller teams become the norm, while fractional work gains traction.
- Smaller, more agile teams become the default structure. As AI lowers the cost of execution — coding, design, logistics — smaller teams can deliver results without losing effectiveness. The focus is on developing high-value ideas, whether for new products, brand concepts or ground-breaking business concepts.
- Innovation shifts from scale to precision. Many innovations may be modest— micro-innovations or modular disruptions — but they occur across product lines, business processes or new market niches. Smaller teams can pivot immediately around novel ideas, whether they are developing a new product concept or revamping an old business model.
- Team formation becomes faster and more fluid. Reduced friction during onboarding, supported by AI-compiled knowledge from tools such as Gong or Dash, makes it possible to quickly form and disband teams to achieve specific goals. In this fluid environment, a ‘talent mesh’ emerges— specialists plug into shared systems.
- Soft skills become essential in networked team environments. In a hyper-fluid talent mesh, true collaboration depends on psychological safety. The ability to communicate ideas, negotiate decisions and build strong relationships become the secret weapons that allow these teams to thrive. Trust and established relationships often surpasses formal titles.
- Fractional work becomes standard practice. Hiring an expert for a three-week sprint is frictionless when AI instantly onboards them, drawing on chat logs, project documents or training modules.
Decision-making and project management become more transparent.
- Data becomes a shared resource. Business decisions are already based on data, predictive testing and risk mitigation. This trend could intensify as analytics tools connect even loosely connected professionals towards common goals.
- Visibility replaces hierarchy as the coordination mechanism. Top-down hierarchies could become less important in favor of ‘accountability check-ins’ via peer networks. AI-driven dashboards and analytics grant everyone near C-suite visibility, making it easier to identify organizational challenges and propose data-driven solutions. Frequent feedback loops help ensure that local decisions are aligned with the overarching mission.
- Flat structures only work if supported by shared accountability. Organizations may flatten, but a truly flat organization requires a culture of personal accountability and a shared understanding of purpose and performance metrics. Otherwise, there is a risk of chaos masquerading as autonomy.
- Project managers become connectors of knowledge and culture. Project managers may evolve into facilitators or “experience designers” who focus on goal clarity, psychological safety and process flow. These managers become human connectors who bridge knowledge silos, ensure consistent communication and recognize where resources or relationship building is lacking. By taking a holistic view of overlapping goals and potential conflicts, they help maintain the momentum and continuity of a project.
- Flexibility increases, and loyalty follows culture—not contracts. AI-powered documentation and training also reduce the friction of job changes, making it easier for employees to move between roles or projects. This flexibility can shift loyalty toward leaders who excel at guiding teams and fostering a positive culture.
Leadership shifts from direction to meaning
- Purpose becomes a core leadership function. AI can do routine work, but it cannot provide purpose. Leaders who define a compelling, values-based culture can help individuals view their work as more than just a paycheck.
- The modern leader wears multiple hats — operator and storyteller. Leaders may need to serve as both COO and CMO, combining operational rigor with a strong sense of purpose. Leadership is shifting from command to inspiration, relying on trust-based influence rather than authority.
- Influence is earned through vision, not position. Hierarchical authority may weaken in favor of trust-based influence. Leaders with “vision capital” offer an overarching mission, while local teams determine how best to achieve it. Emotional intelligence and the storytelling abilities become increasingly important, especially as day-to-day tasks become partially automated.
Organizational culture becomes layered and adaptive
- Different cultural models may need to coexist within the same organization. As markets change rapidly, organizations might rely on agile ‘adhocracies’ for rapid experimentation, while maintaining ‘clans’ where employees feel a sense of belonging. (Adhocracies can be very effective in innovation-driven work, but sometimes struggle to manage repetitive or large-scale tasks. Clans provide stability and deeper relationships, but run the risk of becoming too isolated if they do not integrate external viewpoints.)
- Culture becomes plural, not monolithic. In decentralized structures, cultural cohesion is crucial, but this does not mean that the culture is uniform. Instead, a single organization can function more like a ‘house of cultures’* where each sub-team or unit maintains its unique identity within a set of values or modes of operation. Tools that promote transparency and shared knowledge can connect these cultural spaces and prevent a slide into confusion. Parallel structures of hierarchy and autonomy can also coexist, with goals being set centrally while local units make day-to-day decisions.
*The concept of the house of cultures was first formulated by Carina Cortese in “The myth of one-size-fits-all culture: Why the future lies in a House of Cultures.