Is Croatia ready to embrace the idea of a decentralised organisation
The most asked question during the two Comeleon days was if Croatia and Croatian organisations are ready to embrace a decentralised organisational system which is fit for complex markets and fit for human beings. The idea of an alternative system was for the most attendees an utopia. So I asked my self why? Why is it so hard to believe in human nature and the fact that human beings are motivated, eager to contribute and do want to be appreciated? Why is it hard to understand that we shouldn’t talk about giving (and/or taking) control and ownership - instead invite our colleagues to be an active co-creator of the organisation, to confide in people and use the power of "we" and the power of collective knowledge.
We gathered business philosophers, business humanists, management exorcist, complexity experts, agile experts, business leaders who transformed their companies and a genuinely revolutionary entrepreneur who is running a company with 15000+ on a completely self-organised foundation.
Human beings are all over the world Human Beings
Yet it wasn’t enough - the tayloristic management approach is so deeply rooted that there is considerable resistance to the idea that anything else could work. And when there was no plausible reason to stick to the "command & control" system anymore - the explanation came - yes, BUT we are in Croatia! Do we believe that Croatian people are without any ambition, incapable of thinking and acting on their own? With mentioning the words "Croatian people" - we are deliberating ourselves from the responsibility. With those words, the solution is above our power - so we don’t need to confront ourselves with the idea that we actually could do something. It is much easier to accept the Status Quo and continue the business as usual.
In good times prepare for crisis
It remembered me to my Corporate experience and the P&L negotiations with the headquarter in Germany. They always tried to reach a higher profit not only by increasing the turnover and margin but (very important) by optimising the costs - it was a never-ending story. The turnover was every year growing, the margin as well aka profit was with the same costs great - but they wanted a cost decrease?! Completely irrational - in my opinion - we were not wasting any unnecessary money, and we had good times. So my concern was - if we cut every cent what will we do when the turnover does not come - will we reduce the heads...? The good times should be used to prepare... because when the crisis arrives, it is too late.
It is the same with the organisational system - on one side there is no necessity to change ...but when the need arrives it will be much harder, and the loss will be tremendous. Let me recall the latest layoffs from Deutsche Bank (21.000 employees), Continental (7.000 employees), Thomas Cook... and there are many to follow.
The WHY is clear - the question remains HOW?
So, it is not a question if we need a new organisational system - at one point or another, we will. The only thing we can discuss is what is the best way to transform from a hierarchical to a decentralised organisation. For me, the answer lies in the OpenSpace Beta, yet every organisation should choose the approach on its own. As Jos de Blok from Buurtzorg said, he tried to transform with the help of consultants. Yet, after one year of unsuccessful transformation, they did it internally - and if we confide in our employees, it is the only way to show that the new organisational system isn’t only a sweet makeup story.
So, let me thank you Jos de Blok for sharing your inspirational story, Niels Pflaeging and Silke Hermann for introducing the Beta world, Axel Kummer, Jurgen Appelo giving another perspective and all the others.
For me, there is no way around it - we need a new organisational system and culture - so I will continue #TacklingTheStatusQuo with Viktor and VETTURELLI colleagues.
TT
