The more evolved
The green organisation
You may be lucky enough to work for a ‘green’ organisation. The approach is driven by wider considerations than the short-term interests of shareholders.
And, since people tend to work better when they don’t feel like a cog in a faceless machine, the company does better too.
A large scale study published in 2015 by the Harvard Business School suggested that a stock portfolio composed of firms which invest strongly in key sustainability issues such as human capital can outperform their less evolved counterparts by 2.5 per cent to 7.5 per cent annualised.
As a result, the motivation within these more evolved organisations is often commercial as well as cultural.
Indeed, you sometimes find ‘orange’ organisations painting themselves ‘green’.
The business pays lip service to their ‘internal culture’. However, the dead giveaway is the formality with which ‘vision and values’ are mandated top-down rather than growing out of a softer, more individualistic mindset.
The teal organisation
What’s next in the evolution of the organisation? What kind of structure will be best adapted to this strange new world?
We all know there’s too much information. We know there are too many complexities.
And there’s not enough time for any ‘big boss’ to be consulted, never mind to do all the deciding.
So, a new breed of ‘self-organising’ organisations is emerging, colour-coded as ‘teal’.
In these set-ups, the old-fashioned idea of ‘the boss’ has been killed off.
Serious decision-making is delegated across the organisation. Each colleague is encouraged to do the right thing by the customer.
The future isn’t orange
Organisational development and employee engagement are intellectually interesting but also very serious issues.
That’s because, in the long run, the internal alignment of your business has a massive impact on external delivery.
The focus on ‘what matters’ at the customer coalface incites effective action – helping you be more-or-less right today, rather than perfectly wrong tomorrow.
From the viewpoint of customer experience, we recognise that effective ‘buy-in’ and deployment are essential across the organisation.
But it matters most where effective customer-facing actions can’t wait on complex approval loops.
And, these days, that’s more or less everywhere.
Regardless of your current organisational model, our proven programmes can help embed new thinking and ignite customer-centric practices.