Bayer deploys autonomous squads to prepare for AI transformation

Bayer has implemented a Dynamic Shared Ownership model over the past two and a half to three years, a structural change initiated by CEO Bill Anderson. The new framework organizes work into small, multidisciplinary squads of approximately 12 people who are fully empowered to drive specific outcomes. These teams operate on 90-day planning cycles, a cadence designed to ensure rapid iterative results and allow for quick adjustments to strategy. By moving responsibility and decision-making to the teams closest to the work, Bayer is moving away from traditional hierarchical structures. The company reports improved employee satisfaction and visible outcomes in areas that have already adopted the model, though the full company-wide transition remains ongoing. Jan Tönnesen posits that the Dynamic Shared Ownership model and AI transformation are mutually reinforcing. He argues that agile teams are better prepared to leverage AI, while AI enables small teams to automate tasks and build products more efficiently. This organizational shift is intended to create a foundation for AI transformation by fostering teams capable of adopting new tools and methodologies.