From a pyramid into a network organization
Decathlon is changing itself from a pyramid alike organization into the network organization. Why? To innovate and change quickly. Innovation is seen by the company as the core of stable growth in a fast-changing and highly competitive market.
Innovation is hard to achieve when decisions are made slowly and far away from the customers. Hence, the company receipt for innovation is to have every employee onboard. Innovations needs the energy, knowledge, and engagement of every single employee.
Network structure & culture
To make every employee involved in the process of creating innovations and driving a change, Decathlon transforms into the network, agile organization. Only in such a flat structure, every employee can be the initiator, the owner and person responsible for the project.
If anyone i a company has an idea for improvements in line with the company’s strategy, she or he can do it. Anyone can get the project and resources, and created team can invite any people from the company to join.
The effect? Decathlon is the largest sporting goods retailer in the world. The company is well known from its innovations in many areas: materials, products and services, or processes.