Anphabe company believes that in the context of personnel streamlining, "flattening" and "powering" employees has become a fairly common trend among leaders.
An Alphabe's 2025 employee trend survey shows that 52% of employees feel that their voice only stops at the level of "contributing ideas" and never becomes "action". Meanwhile, only 31% believe that businesses are really willing to turn their initiatives into reality.
The large gap between the strategic vision of leaders and the practical experience of employees is identified as being due to the policy of not being realized by the personnel management process, "power-giving" is only limited to form.
Anphabe Company pointed out a common mistake of businesses when implementing empowerment is confusion between "work assignment" and "power assignment". "Employment assignment" is giving employees more tasks, more goals but still keeping the decision-making tools and budget tight. "Employment assignment" is giving them autonomy, necessary resources and most importantly, the right to be wrong.
When businesses call on employees to be creative but apply strict punishment mechanisms for arising risks, they are unintentionally creating a "defensive" environment. Employees will choose the safest way: to remain silent and do what is told. At this time, "powering" becomes a psychological trap - where employees must be responsible for the results but have no say in the implementation process," said a representative of Anphabe Company.
From that reality, Anphabe Company points out a substantive empowerment strategy to truly release the energy of the team and turn the business into a flexible entity.
Strategy 1: Establish a multi-functional team structure
Instead of organizing according to traditional functions, businesses should shift to a project-centered model. A project group that includes all factors from marketing, sales, technology and finance will be able to decide quickly. When hierarchical barriers are replaced by horizontal coordination, creativity will arise from the intersection of expertise itself.
Strategy 2: Building a "safe zone
There is no innovation that does not come with risks. Leading businesses today often build test areas that allow errors. Here, failure is not considered a minus point in performance evaluation, but a valuable lesson systematized for the whole organization to learn. Only when employees feel safe do they dare to step out of the comfort zone to be truly proactive.
Strategy 3: Simplifying the approval apparatus
Speed is a core competitive advantage. Businesses need to review operating procedures and ask the question: "Is this signature really creating value or just to share responsibility?". Reducing intermediate levels not only saves time but is also the clearest notification of trust that leaders give to employees.
