The European world of work is undergoing a transformation. Self-realization, flexible work models, and location-independent work are no longer distant goals – they have become part of everyday reality. The trend toward greater individuality has taken hold: employees increasingly seek autonomy, the freedom to make decisions, and the ability to align their professional lives more closely with their personal circumstances. But what does this mean for the organization as a social structure? And what remains of the traditional concept of teamwork?
In theory, individualization is seen as a driver of creativity, motivation, and a sense of responsibility. People who are free to express themselves often contribute more passionately and innovatively. But in practice, the picture is more complex: while many organizations successfully combine personal autonomy with a strong sense of community, others struggle – an overemphasis on personal interests can lead to fragmentation, isolation, and a gradual loss of belonging. The challenge lies in balancing freedom with a sense of shared purpose.
This shift is happening in an already complex cultural landscape across Europe. In many Northern European countries, individualism has deep historical roots. In contrast, more collectivist approaches to work still prevail in parts of Southern and Eastern Europe. European companies, therefore, operate in a field of tension: they must navigate diversity while also creating common ground for collaboration – across national and cultural boundaries.
Another factor is the changing nature of teams themselves. The classic notion of a team – as a tightly-knit group interacting daily – is losing relevance. Today, teams often consist of geographically dispersed individuals working flexibly and frequently remotely. What used to emerge naturally through shared spaces, rituals, or spontaneous conversations must now be intentionally cultivated. Without that social glue, teams risk becoming loose networks with diminishing cohesion. The meaning of shared work can then feel abstract and hard to grasp.
This is precisely why organizations must develop a new understanding of “community”. The answer does not lie in reverting to rigid structures or homogenizing individual differences, but to actively engage with and embrace diversity. Organizations need individuals – with different personalities, perspectives, and ideas. This diversity is not a disruption; it is a strength but it only becomes a real asset when united by a clear and shared framework of values.
Organizations should not view personal freedom as the opposite of teamwork, but as a vital element of collective intelligence. In other words, individual autonomy is not a barrier to collaboration – it is a resource that, when properly integrated, can become a driver of innovation and shared achievement. The prerequisite, however, is a stable cultural framework that does not restrict personal growth but channels it toward a greater good.
A vivid example of this is the European Union. It brings together a wide variety of cultures, languages, interests, and traditions. Its goal is not to eliminate these differences, but to build unity through shared values – such as the idea of a unified Europe, human rights, the rule of law, and cooperation. This principle can also be applied to organizations: different personalities, working styles, and viewpoints don’t need to be standardized – but they do need to be aligned toward a shared purpose.
However, this collective foundation must not remain purely theoretical. It must be felt in everyday work life – through clear values, visible rituals, and spaces for genuine exchange. This reinforces a sense of belonging and sends a powerful message: even if everyone follows their own path, they are working toward the same goal. This gives rise to a new understanding of what a team is: not a rigid unit, but a dynamic, intelligent network that does not just tolerate diversity, but thrives because of it.
In this way, individualism does not undermine teamwork – it becomes its evolution. In a modern, diverse working world, success no longer depends on everyone thinking or acting the same way. What matters is that people are guided by shared principles – and that they not only understand the purpose of their work but experience it through collective action.
The most successful organizations of the future will not choose between individuality or community. They will know how to weave both into a cohesive whole. Only those that celebrate diversity while anchoring it in a strong collective culture will thrive in an increasingly complex and interconnected world.
Author: Elisabeth Ulshöfer, Senior Manager at Vindelici Advisors AG & Young Leader at United Europe e.V.
Elisabeth Ulshöfer was part of the United Europe Mentoring Program 2024/25: “The mentoring program by United Europe offered me valuable perspectives from an experienced manager outside my own industry. Our insightful discussions opened up new ways of thinking and served as a catalyst for my personal and professional development. The exchange provided both clarity and inspiration, and I can wholeheartedly recommend applying for the next round of the mentoring program.”