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AN AGILE ORGANIZATION NEVER HAS TO REORGANIZE

Many boards and boards of directors doubt their own organization. They see that it has become quite big and log. And they doubt the structure and responsiveness of it. Menno Lanting has a nice metaphor for this. The organization feels like an oil tanker, which is constantly overtaken by speedboats. These boats are startups that offer added value in an innovative, technologically advanced way.

Disruptors

Traditional companies get the feeling: if we do nothing, then we will lose the battle of the disruptors and the start-ups. They are afraid of the same fate as the traditional hotel sector by Airbnb, the taxi sector by Uber and the music sector by Spotify. Their fear is justified. If organizations do not constantly adapt to new technological developments, then their right to exist can indeed disappear. And that applies to all sectors, from healthcare institutions, insurers, to financial institutions. The current world demands enormous flexibility from organizations. Agile is therefore currently the big buzzword.

Make sure the friction does not build up

Organizations often assume that agility should come from outside. They think: if we bring in enough young talent, our organization will automatically renew. Then we will become agile. But that is a fallacy. Organizations that function on the basis of command & control , fixed structures and ingrained habits will eventually become rickety. They will stop creaking and squeaking. Anyway. How much talent they have in-house. This is because they maintain patterns that no longer fit the organization goal. They let employees do work that is now superfluous, just because they have always gone that way.

Often the tension within these types of companies gradually increases. There is more and more friction between what people do and what the organization should do. Those two earth plates slide against each other until the voltage has to be discharged in an earthquake. A reorganization has then become inevitable. This then leads to (too) many victims and loss of trust. The enthusiasm and involvement of employees gets a big hit. Specially when it does not stay with one reorganization. After three or four reorganisations, people have really been whipped up. Creativity and innovative ability is then far to seek.

Dare to continuously adjust your structure

How do you keep moving as an organization? Not only by attracting new talent. Because talent adapts. It will therefore rust down or disillusioned within a cumbersome organization. Staying in the first place you do by constantly asking yourself: what is the intention of our organization? And are we really working on that? And if the answer to one of these questions is 'no': are we prepared to adjust our structure and working methods accordingly? For example, Effectory decided in 2011 not to add a new management layer to the organization. Even though we grew quickly. Because extra management does not fit with who we are and with our organizational goal: to increase the enthusiasm and involvement of employees. If you also strive for that yourself, then there is little management,

Ask employees for ideas

Agile is currently a hype. But actually it is no more than mobility. It is the ability to continuously dare to adapt. Initiated and supported by your employees. They are the eyes and ears of the organization. They can ensure that processes meet the wishes of customers. Good employers use social innovation: they ask their employees how the work can be done faster, cheaper, smarter and more customer-oriented. And that is exactly what we like to play a role with Effectory. Investigate it in a light and accessible way whether employees understand the game and are willing to go with it. And of course by asking them what they need to work with the organization with pleasure and passion. Because if both the involvement and enthusiasm of employees is great, an organization will automatically become creative and agile.

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