The Five Senses of Modern Companies – Sense of Organization
The Five Senses of Modern Companies - Sense of Organization

The Five Senses of Modern Companies – Sense of Organization

We start the journey into the five senses of modern companies with a look at the organization, as it is the backbone of success and the enabler of growth. While organizations often imply the definition of hierarchies, it is important to understand the purpose and the value of an organization. And yet success cannot be found in organization charts, but we need to look somewhere else for the sense.

Success is following trends and directions. Often it is a niche where success starts off. Having multiple people working on the success of a business, it is important for them to follow a shared vision. An organization is the enablement of a common understanding where to look and where to go. It is the foundation of any kind of bundled forces.

Knowing that success needs organization does not tell anything about form or structures. While hierarchies come into place by nature, it is important to understand more about the purpose and value of the organization. We can tell how to maintain an organization and act in an organization to ensure sustainable success.

Starting from small teams (more than two people), working towards a shared vision, there needs to be some basic structure. It ensures everyone has a clear understanding of the status, the next steps, and the way he can contribute to the objectives. Even agile processes, which are built to welcome change, recognize the importance of these elements. They respond to the need for structure by establishing a facilitator role (the Scrum Master Role or the Release Train Manager are common examples).

An agile process facilitator is bundling the exchange on plans and status and is tailored towards detecting and addressing impediments. This kind of agile process managers ensure that agile teams can work towards a shared vision in the most efficient and direct way. They are the basis for bundled forces in small teams and are key to enable growth.

Attempts to scale the business start from small teams, which cover the skills and capacities we need to get things done, and an agile process manager as facilitator per team. Multiple teams or communities work in parallel, as teams empowered by agile facilitators will look for a common purpose and synergies on themselves in large organizations.

An organization, which is enabling several teams to work for a shared vision, is providing purpose to them and enables them to participate in lifting synergies. The primary ingredient to that is transparency – maintaining an overall status, so deliverables can come together and form joint results. The organization is delivering the purpose of the day to day work of every single employee. While everyone is covering specific concerns, the value of the contribution is defined by the amount it is moving the company towards an organizations vision.

The majority of our employees and thereby the mass of our intelligence sits at the basis of the hierarchy, not the top. If we somehow manage to enable them to focus on contributing to a common purpose, we will have a motivated organization empowered to bundle the forces to maximize power.

John P. Kotter has developed some popular models for change in organizations, which makes it worthwhile looking at his books “Leading Change” and “Accelerate”.

“Sociocraty”/”Holocracy” takes an attempt to make alternatives in the forms of organization to drive better decisioning involving everyone in an organization.

A look at the agile frameworks “SAFe” or “LeSS”, which consider scalability a matter of process and procedures, will help to understand potential assets and methods, which help to work towards change agnostic organizations.

next: Sense of Digitalization

<back to overview>