The fourth industrial revolution starts with the organizations. The current organizational forms have increasingly taken over the world over the past 100 years. But now they have to change themselves. They have to learn. Below, the 10 changes that an organization must undergo to enable continuous learning are discussed per point. This is followed by a learning tip per change to make it concrete and to ensure that you can start your own revolution right away!
1. Inside = Outside
An organization should not differentiate between inside and outside. You attract customers inside and your employees blog and tweet outside. No more secrets, but transparency. The advantage you used to have by developing ideas in secret internally, you now have by being open and honest and looking for connections with partners and the market. And the market will connect with you. The public helps with product development, service and distribution of your brand.
2. Control > Direction
Flock of sheep
You don't control an orchestra, you direct it. And a film crew too, and a flock of sheep too. A group of individuals, both animals and people, don't like to be controlled. They do let themselves be directed. With the right vision and the right goal, the director responds to developments and events and uses the movements of the group. Fluidly and continuously, the group still moves in the right direction.
3. Incident > Continuous
Too often, and increasingly, incidents are the only response. Organizations stumble from one incident to the next. Incident management was already difficult, but with the viral distribution possibilities of social media, it has become a full-fledged art. Instead of focusing on incidents, it would be better to focus on building a reputation. And that requires vision, leadership and perseverance. Something that requires continuous attention and discipline.
4. Insulate > EmbedThat is exactly what iran phone number list often happens when a problem or need is recognized in an organization. This is often isolated, just like the person or team that has to deal with it. Instead of isolating a problem, a need, a person or a team, it is often better in a dynamic and complex world to embed it in a (learning) organization in logical places or even everywhere. Seen in this way, point 3 represents the “what” and this point the “how”: How do you achieve continuity.
5. Delegate > Commit
Frederick Taylor
Frederick Taylor taught us to delegate with his invention “scientific management” or Taylorism. And all management books after him did that too. And that is difficult because “you have to learn to delegate”. But what use is delegated responsibility if you have to check the work extensively afterwards, as is often done in practice? Instead of delegating, it would be better to commit people to the same goal or to a desired result.
6. Divide > Integrate
The division of tasks and work is a profession in itself. And many learned organizational experts have described all kinds of specialisms. Each of these specialisms is certainly valuable, but in today's cross-media and cross-channel world in which more and more multidisciplinary work is being done, the division of tasks and expertise is less and less of a solution. The divided execution of tasks and expertise often leads to a poor connection of matters to each other. The integration of specialisms often leads to more productive, more efficient processes. And better results.