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Many managers see their organisation as "money making machines". I have no problem with the "money making" part, but I get concerned about the "machine" part.
Because they see it as a machine, they treat it like a machine. They see nothing wrong with "reengineering", "downsizing", "tinkering" or "fitting people into boxes". If they think about people at all, it's about trying to control, limit and organise effort. They see it as an "entity"; independent and largely separate from the environment or outside world. They focus on the various bits (processes, machines, systems) rather than the whole. It's the stuff of silos and politics.
Over a period of time I have come to see organisations in a quite different way. I see them as "living systems" . Or more correctly, as a series of living systems which (like Russian dolls) fit within each other. The outside doll is the environment, the second doll is the market (including all the rich connections between competitors, suppliers and complementary products), the third doll is the organisation as a whole (but unlike the machine which has very thick walls, this has porous walls), the forth doll is the business unit, the fifth doll is the team and the inside doll is the individual.
The big question is: Why, especially in the last 200 years, have we created work environments which are so diametrically opposed to all that's natural to Human nature? I think it's largely because managers have the wrong model in their mind. Business is not a machine, it is much more like a living cell with porous soft edges. I am fascinated by the soft edge of business and dedicated to helping create organisations that are focussed, fast and flexible.
Helps large organisations be focussed, fast and flexible. Places where people have more meaning, depth and connection.
Expert in Strategy, Structure, Culture and Leadership Development.
One of NZs most experienced change agents.