One characteristic of self-guiding teams is that they make the decisions essential to their work themselves, and that working methods and practices can be quite different in different teams.

One thing stimulating the increasing interest has probably been software companies, which have had similar high-visibility projects. Teams have accelerated development activities and increased the autonomy wished for by specialists, at the same time as the corporate image developing in a favorable direction.

Is increasing regulation an obstacle to decentralized decision-making?

While the agile solutions used in software companies have enriched the conversation and act as a sort of a trailblazer, they are also somewhat industry-dependent.  Many other teams lack one of the absolutely structurally necessary preconditions for conventional self-guiding: mutual dependence within the team resulting from working tasks, a sufficiently clear and stable objective in relation to the rest of the organization, and comprehensive information on the matters on which they make decisions. Increasing regulation, such as environmental, quality and corporate safety aspects, have also decreased companies' interest in very decentralized decision-making. Even though it could be interesting, self-guiding teams becoming widespread in this exact form in other industries is not very likely.

Changing structures challenge management culture

In many large companies, the trend has been towards making the larger, rather than more coherent. From teams following the optimum size of 6–7 people according to traditional team principles, they have grown to groups of up to 20 people, which can still be called teams. This has succeeded in improving the flow of information and making organizations leaner while ensuring ensuring that it is possible to make rapid changes better than with small teams. At the same time, the competence requirements for the team leader have changed from mentoring individuals to facilitating groups, and from managing the team dynamics of a small group to management though values and objectives.

Giving employees more autonomy is a likely and unavoidable trend in working life, but there will probably be a multitude of applications concerning the way in which it is realized.

It does not always mean maximum liberty and avoiding all kinds of structures and control; at times, it means building a management culture that actively supports employees in exploiting their full potential.