The chance for serendipity is increasing
But when knowledge networks, it can lead to the most amazing destinations. For example, the power of innovation increases with the number of persons involved on an equal footing.
And this in turn increases the chance of the so-called serendipity effect: the stumbling over happy coincidences, which is favored by the participation of many.
Account points and pointsman
Therefore need Company In Touchpoint Management, no such consultants infiltrate their "exclusive" wisdom about monolithic leadership spikes, then let them slosh down.
Rather, they need junctions, which ensure optimum interconnections as a softening plate.
And they need input providers that act as catalysts to arouse the collective intelligence of the best counselors out there: their own employees and socially-connected customers.
Everywhere in the company "opportunity spaces with an obligation to innovate" must be created in which self-initiative, self-responsible action is given preference over directives.
When everyone fights for the fattest piece
Conversely, if enterprise organizations are built on competition rather than collaboration, then "the others" are inevitably seen as competitors, if not enemies.
They scrambled away, gave up false information, refused help under stupid grounds, and allowed supposed counterparts to run into the open knife.
Cooperative packs do nothing
Only so that those do not gain a lead. Everyone is fighting for the fattest piece of the resource cake, for the next career step - and for status, of course.
"Working together" apps will not do any good as long as such systems are kept up to speed through race lists, ego-based incentive programs, and profit center thinking.
Farewell to resort thinking
A smooth, smooth interaction of the internal service chain demands that you finally say goodbye to departmental thinking and in-house rivalries.
This only promotes departmentalism and does not serve the customer. In any case, the company realizes very quickly when a company does not work as if it were from a single source.
Employees must pull together
If companies are to function well, the employees must pull together. For this purpose, mission statements must be rethought and organizational structures rebuilt. How does it work?
The scrub of standards and norms has to be thinned, the matted contrasts of responsibility have to be verticalized, and the domestic political drift has to be confined.
Visualization of customer orientation
Zum Beispiel hat bis heute kaum ein Unternehmen, das sich Kundenorientierung in großen Lettern auf die Fahnen schreibt, den Kunden überhaupt im Organigramm.
However, anyone who speaks of Customer Centricity, ie places the customer in the center of attention, must also make this visually apparent. In the form of a customer-centered relationship network.
Self-glorification programs of the leaders
Pyramidale Topdown organigrams, on the other hand, are a pure self-glorification program of leaders. They focus on power and not on the market.
They cement hierarchy, rigidity and conformity. Like the monocultures in our forests, formally organized members of the organization are unhealthy, and in the long run unable to survive.
3 tips for vivid organizations
Such more or less dead order systems do not have a chance in the digital storm. Therefore, take the following tips:
- Bring liveliness into the shack and swarm intelligence in your organization chart!
- Let your people out of the boxes, make you out of square and angular round and colorful!
- Share your people around customer groups and customer projects. This is how you form modern networks.
And you know what: Network structures exist in every company already. They are the most vital unofficial networks of relations. They are the true power structures of every organization.
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