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HEAVY
BUSINESS PROCESSES IMPAIR
CORPORATE AGILITY AND TALENT MOTIVATION
:
Modern
organisations have engineered highly
sophisticated business processes. This was
a necessary step for cost, quality and
performance control, but it often had
two negative side effects :
it is hard to keep an organisation
agile with highly detailed business processes, and
it is difficult to keep employees excited about how they can contribute to
corporate success if the best thing they can do is understand the rules they
are asked to follow.
Our
experience is that fast and strong improvement
in these two areas can be gained
by
multiplying opportunities of involvement in “transverse” communication and work, throughout
the organisation and not just at top executive level.
Our
programme "Talent Dynamics"
is designed to launch and monitor relevant
and useful transverse projects, assigned
to small transverse teams working in an
asynchronous and remote mode.
We
also recommend the adoption of a new
form of incentive to replace stock options
: "Talent Shares" (Download
here the description of "Talent
Shares").
How can “transverse”
communication and work improve agility?
More
employees will contribute, and faster, to generate meaningful business and
process changes, including persons who are not necessarily operationally in
charge or who are not directly involved in the process.
How can “transverse”
communication and work improve motivation?
Employees
with a “transverse” view on the business and its processes will not only have a
bigger picture in mind and a better understanding of the corporate strategy;
they will also have the proof that they can actively contribute to corporate
success through their “transverse” involvement. This creates challenging opportunities,
and engagement.
How can
this be achieved with appropriate control?
Only a
monitored number of “transverse” projects will be active, and
only a limited number of persons engaged in each project. Project members will
be chosen for the diversity of their talent and the project relevance of their
current operational roles. Transverse projects will be “time boxed”.
How can
we do this without distracting resources, and even reduce costs?
Work on
these projects will essentially be performed in remote and asynchronous mode,
avoiding unnecessary travel costs and meetings. A specific electronic platform
for each project will keep all data, messages and work documents current at all
times, and will enable authorised members to contribute to these projects
whenever their current operational duties allow them to. Furthermore, some “staff” functions will
progressively be able to rely permanently on these “transverse” resources, reducing the need for expensive centralised “staff” structures.
for
more information : info@saintgeorgeinstitute.com
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