In the "Software Drives" study conducted by Kugler Maag Cie last year the participants identified becoming an agile organisation as one of the preconditions to successfully meeting the challenges facing the automotive industry between now and 2030. Yet is quite difficult to even make simple changes to a common work process, such that this is actually adopted smoothly and the use, learn, revise cycle runs sustainably. Gallup research, among others, suggests that 87% of staff are only physically present at work. (Gallup 2016b) This is the level of engagement at steady state. An attempt at changing work practices on the other hand, may produce an 80% resistance, even if the change appeared a logical simplification.
It is the authors’ view that the traditional reductionist understanding of organisations in an industry as traditional as automotive is at the heart of the problem. Instead the authors recommend using organic models to understand organisations as living entities. This is not a new approach. Ariel De Geuss, then at Shell, was able to answer the question of why certain companies live so much longer than others using such an approach. His book is aptly entitled "The Living Company." (Geus 2002) We advocate a similar starting point. What insights can evolutionary and systems biology together with our knowledge about ecosystems give us about the formation and evolution of a corporate culture and how to “nudge” this evolution on the right track.
Treating companies as highly complex organisms, higher lifeforms, means that they are organized from cooperating and co-creating other, less complex organisms. This model has great advantages. Living things are not subject to entropy, and they are never static. "Change is the capacity for life", Margaret (Wheatley 2010) Adaptability and embracing change are capabilities that are at the core of agile organisations. Living organizations are agile. Living organizations are more than the sum of their parts – the wave is the sea. (Jäger and Quarch 2000) Suddenly the issue of motivation and engagement disappears.
In the "Software Drives" study conducted by Kugler Maag Cie last year the participants identified becoming an agile organisation as one of the preconditions to successfully meeting the challenges facing the automotive industry between now and 2030. Yet is quite difficult to even make simple changes to a common work process, such that this is actually adopted smoothly and the use, learn, revise cycle runs sustainably. Gallup research, among others, suggests that 87% of staff are only physically present at work. (Gallup 2016b) This is the level of engagement at steady state. An attempt at changing work practices on the other hand, may produce an 80% resistance, even if the change appeared a logical simplification.
It is the authors’ view that the traditional reductionist understanding of organisations in an industry as traditional as automotive is at the heart of the problem. Instead the authors recommend using organic models to understand organisations as living entities. This is not a new approach. Ariel De Geuss, then at Shell, was able to answer the question of why certain companies live so much longer than others using such an approach. His book is aptly entitled "The Living Company." (Geus 2002) We advocate a similar starting point. What insights can evolutionary and systems biology together with our knowledge about ecosystems give us about the formation and evolution of a corporate culture and how to “nudge” this evolution on the right track.
Treating companies as highly complex organisms, higher lifeforms, means that they are organized from cooperating and co-creating other, less complex organisms. This model has great advantages. Living things are not subject to entropy, and they are never static. "Change is the capacity for life", Margaret (Wheatley 2010) Adaptability and embracing change are capabilities that are at the core of agile organisations. Living organizations are agile. Living organizations are more than the sum of their parts – the wave is the sea. (Jäger and Quarch 2000) Suddenly the issue of motivation and engagement disappears.
Maximize Business Results by Preparing Your Headcount Plan Within BudgetHuman Capital Media
When it’s time to conduct headcount planning and budgeting to maximize business performance, you want to ensure your team is built for success. Simple enough, right?
Well, maybe not. Sometimes, it can become a seemingly never-ending project. Let us show you how we can help with your headcount planning and budgeting needs!
Join this webinar, and we'll walk you through how to:
Visualize and evaluate your current workforce.
Align the finance team's budget with your goals.
Manage headcount and reporting relationships to maximize employee engagement.
Account for contingent workforce needs in helping drive business initiatives.
Compare and contrast multiple headcount plans.
Deliver your headcount plan for executive review.
Gỗ và Nội thất là ấn phẩm định kỳ 2 tháng của Hội Mỹ nghệ và Chế biến gỗ Tp.HCM (HAWA). Ngoài những hoạt động Hội được đăng tải, ấn phẩm còn có nhiều nội dung đa chiều ở các mảng xúc tiến thương mại, chính sách - pháp luật, đào tạo, công nghệ, vật liệu và góc quản trị dành cho các đơn vị cá nhân đang hoạt động hoặc quan tâm đến thông tin trong ngành.
Maximize Business Results by Preparing Your Headcount Plan Within BudgetHuman Capital Media
When it’s time to conduct headcount planning and budgeting to maximize business performance, you want to ensure your team is built for success. Simple enough, right?
Well, maybe not. Sometimes, it can become a seemingly never-ending project. Let us show you how we can help with your headcount planning and budgeting needs!
Join this webinar, and we'll walk you through how to:
Visualize and evaluate your current workforce.
Align the finance team's budget with your goals.
Manage headcount and reporting relationships to maximize employee engagement.
Account for contingent workforce needs in helping drive business initiatives.
Compare and contrast multiple headcount plans.
Deliver your headcount plan for executive review.
Gỗ và Nội thất là ấn phẩm định kỳ 2 tháng của Hội Mỹ nghệ và Chế biến gỗ Tp.HCM (HAWA). Ngoài những hoạt động Hội được đăng tải, ấn phẩm còn có nhiều nội dung đa chiều ở các mảng xúc tiến thương mại, chính sách - pháp luật, đào tạo, công nghệ, vật liệu và góc quản trị dành cho các đơn vị cá nhân đang hoạt động hoặc quan tâm đến thông tin trong ngành.