Several generations and various cultures In a change of time we need to build organizations that are as nimble as the change. The agility of an organization is built by accepting a flatter structure, more open and more permeable to new knowledge and new ideas. Organizations today incorporate several generations with different “types” of knowledge […]
Several generations and various cultures
In a change of time we need to build organizations that are as nimble as the change.
The agility of an organization is built by accepting a flatter structure, more open and more permeable to new knowledge and new ideas.
Organizations today incorporate several generations with different “types” of knowledge and interests that need to be combined in order to streamline the Organization’s activity and to foster creativity.
But how can we liberate the imagination of every employee in an organization so that they become active elements of an agile company?
Organizations must become attractive places to work and to do this it is necessary that they open the doors to the participation of employees in the construction of their work environments. These environments must be facilitators of creativity but where there are forms of recognition and rewards commensurate with several generations involved.
The changes that arise and which require new attitudes begin with the need to reinvent management models.
The newer generations believe and assume that the contribution of each one to the Organization is not the titles, but the merit.
Eventually the previous generations see their contribution as being the sum of several years of work, which values the knowledge acquired, especially tacit knowledge, but they also are subject to the laws of the competence and competence means results.
“In a market where talent is largely a commodity and can be bought anywhere, the secret sauce is creating an environment in which you push that frontier out, in which you can steadily the returns on human capital. The combination of technology and talent is a powerful catalyst of value creation, but to take advantage of the Web’s capacity to help us aggregate and amplify the human potential in new ways, we must first of all abandon some of the traditional beliefs of management – the notion, for example, that the strategy should be set at the top. “– Gary Hamel
The path of the abandonment of some old beliefs implies a construction of new levels of confidence on the part of all employees and partners.
A new attitude facing the past naturally requires confidence in the new forms of interaction and obliges to the new learning skills. The future has already begun with the new paths that lead to a new management.
There are paths where decision-making is more based on the “pairs” and where the tools of creativity will be more widely distributed in organizations so the ideas can compete on an equal footing.
A new management, where the strategies will be built from the bottom up and where the power will be a question of competence rather than a matter of position in the “hierarchy”, begins to emerge.
There are those people within the organization who know what processes that clash with the innovation and hinder the adaptation or create frustration in employees.
Generations which today inhabit the organizations as well as the various cultures which are enriching them deserve respect by the different perspective that present because are such positions that make organizations able to the future.
“It’s important to remember that Bill Gore’s vision of a new way to run a company rested on a different perception of why and how people work in organizations. He rejected the notion that were fundamentally lazy and needed to be told what to do; he trusted them to be engaged in their work, if allowed to work on something they were passionate about and to achieve goals they believed in…Because at the end of the day, Bill Gore wasn’t interested in simply creating a happy work place. The objective was to make money and have fun.”
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The role of Human Resources managers Gary Hamel said that companies today face three major challenges: “- A company that can change as fast as change itself, a company where innovation is everyone’s job, and an organization that truly merits and deserves the best contributions that everyone can give every day.” It seems to be […]
The role of Human Resources managers
Gary Hamel said that companies today face three major challenges:
“- A company that can change as fast as change itself, a company where innovation is everyone’s job, and an organization that truly merits and deserves the best contributions that everyone can give every day.”
It seems to be no doubt that learning came to be for life and long gone are the days where qualification meant competence.
For years we learn methodologies in Organizational Behavior and Development and other admirable things about changing processes and behavior of people and groups, but we learn very little about the management of change.
Many questions are still unanswered, or at least without application in real life.
How can we make the change happen at the speed of change itself?
If an organization is, or tends to an environment where change is accompanied by the individual and by groups or project teams, transformations will give not only at the level of people as individuals but also at the level of their interactions.
An organization is a relatively complex system in comparison with the complexity of our nervous system, but complex enough to do that we pay attention to the set of elements linked together and forming a whole where the fundamentals are as a whole and not the sum of each of the individuals.
This uniqueness that organization presents is the result of the interactions and interdependencies of all individuals, whether they are seen at an individual group level, or at the broader level of organization.
These interdependencies are maximized by technologies available today, to converge to the common interest of all who engage in the activity of an organization, whether they are trainees, experts, clients or shareholders.
The technologies are a facilitator of opportunities for participation in the life of the organizations, since the Organization’s environment is welcoming the change. But for that all deserve this opportunity we must also recognize the need of the Organization to receive the best of all.
How can we make people participate actively and daily in change?
When an organization assumes not only as his mission (described and writing), but also as his purpose of action, that innovation is a part of all, the Organization begins to face a new challenge.
Managing change means to understand the diversity and face in each obstacle a chance to solve problems through creativity and innovation.
When it is said that innovation is a part of all it is said that Human Resources managers also have their role to play.
Human Resources managers cannot remain as recruiters of best resources. They must become builders of best teams and the best organizations and this makes sure throwing challenges to management and employees towards all participate actively in the change of mentality.
I think this is to make the company deserves the best contribution of all its employees.
A change in mindset, which passes by the release of the potential of each one and it is not confined to the operation of competences suggested at the time of the last evaluation.
It is a change that goes through creativity and experimentation as well as by the capacity of risk acceptance and the assumption of responsibility but which leads to a life of constant innovation.
It is the innovation that is the search for reconciliation of the needs of those who produce and those who consume it. Who produces, i.e. all employees of a company without exception, needs to identify with their work and to free the creative energy that has inside them. Who consumes or uses needs to solve problems or create prosperity for them and others around.
The innovation that is also the assignment of meaning to a life of work be it short or long duration, meaning that it will embed in the result of the work. The feeling that the energy spent will be part of the life of another person is comforting. The feeling of anyone who uses or consumes is shared when the work is praised and become visible.
Innovation is also the opening for some of the organizations to the appreciation of the work done as a way to extend the capabilities of the collaborators to the ecosystems to which the products and services are delivered.
“If you want the people you work with to do extraordinary things, you really have to understand what they value. I’m trying to get people to remain confident in their creative ability. In order for them to have that kind of creativity, you have to be very transparent. Understand them and involve them in the decisions being made. Even if the decision goes the wrong way, they still were there and saw how we decided to do this and so they’re behind it. The worst thing you can do to a creative person is have commands come down from the top so they don’t see their role and don’t see the trade offs. If they see the trade offs, they’ll get behind it and just use that as constraints for doing their job” – Tom kelly
I think this is possible! Do you?
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