The error in the system
We demonstrate how to correct this to your advantage.
Analytical. Traditionally, companies are run like this: performance is measured with target achievement. Success is packed in metrics and sales figures that bosses study and try to control. This is not managing performance, this is managing compliance. The motivation for employees is a good salary when they achieve their KPIs. Errors lead to termination. This is followed by struggle for talent and fear among employees. The results of such a system is subject to media frenzy and Congressional hearings.
Progressive. All this can be changed. We want to take this rigid system apart, rearrange it and rebuild it. Like a Lego house, we disassemble it into the individual pebbles, consider where they have the best place and build a new house. A building of good thought. A bulwark, stable enough for the disruptions of today. The only solution to make a difference is a new organization design, one that works from the inside out and stands for sustainable success on economic, social and ethical levels.
Changeable. It's time to rethink. Stop blindly following targets. Stop repeating always the same ways of working. Stop looking for conventional solutions. We see where the sales target compulsion brings many company bosses. You really have to start somewhere else. Not with the numbers. But with the culture.
Insightful. If you do not control your corporate culture, if you do not manage it, you get the one you deserve, it is said. And that's right. The culture you have by default is rarely the one you would like to have, or even the one you believe you have. In a system, behavior and performance are determined by the structure. Culture is structure. And you can change that.
Systematic. Organizations are systems. Old hat. But it means that therefore the laws of system theory have to be applied. System structure has three vectors: direction, hallmarks, and shared implicit values. In short, guidelines engraved like hallmarks in the DNA of the company. Many leaders know that something has to change. But very few people know what and how. A cultural transformation needs courage, and considerable change management competencies.
TWC knows how it works, we know how systems work. We know the difficulties and know what a culture transformation needs: strong political will, commitment, patience and substantial know-how.
If you want to find out how your company would perform in a system capability assessment, just press the button:
Live values, understand social requirements, and create ethical concepts - these are building blocks for sustainable success