Move the weight of your organisation to the customer.
However, there is a bigger issue that is also surfaces when we reflect on the need for people to collaborate to bring about change:
Our organisations only exist to drive change.
Organisations exist to fulfil a purpose, to make a difference, to better meet a need, to help customers and communities and to make more from less. These are all change.
There is no successful product or service that does not deliver change for the customer. The bigger the changes created for customers and the community the more likely the organisation will succeed.
We can lose the change focus of our organisations in the complexity of our goals, processes, structures, budgets and day-to-day challenges. We can assume that doing our job, doing the same things and surviving to the weekend is the point of the organisation.
Every organisation must be a change movement. We need to use the elements of great change movements to make our organisations more responsive. Without continuously creating some better form of change for its customers and community, an organisation quickly loses its reason to exist.
Next time someone suggests that an organisation doesn’t need to change, ask them to reflect on what it is that the organisation does in the world.
Trust is critical to successful organizations. While it may be an example of our ability to acquiesce in functional stupidity, trust accelerates decision making and reduces transaction costs in teams and organisations. Arguably the boundaries of trust shape the size and structure of our organisations. Without trust there can be no effective engagement of employees, the community or other stakeholders.
A recent insightful analysis on trust in organisations highlights three elements of internal trust in organisations:
– vertical interpersonal trust – trust in direct superiors
– lateral interpersonal trust – trust in peers
– impersonal trust – trust in processes and systems
As we consider changes to the shape of our organisations and their systems to leverage disruption and create more responsive organisations, we must remember to balance the demands of each of these forms of trust. A shift from hierarchical autocratic management may reduce the demand for vertical interpersonal trust, but it will increase the need for the other two forms. Agile team based work can increase lateral interpersonal trust, but will also place demands on impersonal trust through changes required in systems and processes.
Changing the way we work will require us to strike a new balance between these three forms of trust with all the participants in the system. It will have ramifications for trust externally as these three models are reflected in our relations externally as well. Trust can’t be imposed. It must be earned in action, capability and credible intent.
As we adjust our organisation models, we will need to take our whole system into a new balance of trust. Impersonal trust, trust in the systems and processes we use, will be the critical component to that process of engagement and adjustment.