The age of digitization creates flexible organizational models that can respond quickly to market changes. Keywords are Kanban, Scrum or Holocracy. Frederic Laloux‘ proposal for new organizational structures („Re-Inventing Organizations“) is much cited.
It is all about flexible, agile organizational structures that enable teams and companies to act competently in a dynamic environment and under complex requirements (and not to react!).
KAOS Coaching & Development supports companies in developing flexible and suitable structures for their organization and their employees in order to meet the challenges of the new world of work.
We refuse to introduce ready-made processes (e.g. Scrum or Holocracy): Change processes must be holistic and tailored, otherwise they are not sustainable. Especially agile structures based on the self-organization of their teams and employees can only be introduced „bottom-up“, ie with the involvement of the employees. Self-organization means that the employees take responsibility for their own processes and adapt them flexibly (agile!) to the respective requirements. Employees and teams are the experts for their own processes – and these resources need to be accessed and released.
To introduce self-organization hierarchically, meaning „top down“ is a contradiction in terms and, in our view, a waste of time and money. Processes have to emerge from the inside out and can not be dictated methodically from the outside or „advised“ (even if this can definitely earn a lot of money …).
agile corporate culture
Organizations that work agile need competent, self-confident and motivated employees who are empowered and enabled to organize themselves. That means a paradigm shift on several levels:
- agile leadership: executives who point their employees in a clear direction, trust them, strengthen their back, support them and simply let them „let go“ (agile structures mean „letting go“ for most executives).
- agile teams: self-organized teams that work together efficiently, maintain a good team and communication culture and are able to grow through open feedback (keyword: „error culture“)
- agile competences: Employees who are able to organize themselves, allocate their time efficiently, motivate themselves, and deal competently with stress and dynamic demands
In hierarchical organizations, this means that executives have to let go. It is a lot about „power“, „status“, „recognition“, etc. It’s also about employees having to take on responsibility and organize themselves.
These paradigm shifts take strength and they require a great deal of openness from all concerned. Agile processes are not introduced like a new software solution (and that too can be very stressful …). They emerge from within. That’s why I only work with organizations that have a real interest in making this change sustainable and with the involvement of their employees.