[…] Each one builds on the other, so that people need to be able to decide for themselves where to work before they can be autonomous in how they work. The constraints of space and place must be released in order to find the best ways to get work done, such as the selection of the appropriate tools. Once people can decide where and how they work, they can make informed decisions on what they will work on, as nurses at Buurtzorg do. Given this autonomy, workers can then decide who they work with, as employees at Semco do. Finally, when business strategy is informed by the emergent activities of all employees with their customers and environment, the the ‘why’ of work truly reflects the organization and is not imposed on the people doing the work. This is full autonomy, aligned with the principles of networked management: …