{"id":1190,"date":"2014-01-20T07:00:44","date_gmt":"2014-01-20T06:00:44","guid":{"rendered":"http:\/\/www.embargo.ch\/AllBlog\/?p=1190"},"modified":"2014-01-24T17:12:03","modified_gmt":"2014-01-24T16:12:03","slug":"notes-organisation-structures-and-models-1","status":"publish","type":"post","link":"https:\/\/embargo.ch\/AllBlog\/notes-organisation-structures-and-models-1\/","title":{"rendered":"Notes on Organisational Structures and Models (1)"},"content":{"rendered":"<p>Let&#8217;s start with a short quote:<\/p>\n<blockquote><p>Everywhere, we celebrate the famous entrepreneurs, but organizations &#8220;modeler&#8221;, rarely. If the foresight or recklessness of the former is a necessary (but not sufficient) condition of economic development, it is the second discrete engineering that allows companies to grow and last.(i)<\/p><\/blockquote>\n<p>What do those discrete engineers of organisation have to have in mind in today&#8217;s world?<\/p>\n<p><strong>Have a quick look at the historical perspective:<\/strong><\/p>\n<p>1946-1972: Development (glorious) demographic, economic, infrastructure, welfare state<br \/>\n1973-1992: Creep (pitiful) Budget adjustments, review of management practices, reforms at the margin<br \/>\n1992 -? : Turbulence (rough)<br \/>\nSo, Briefly:<br \/>\n\u00e2\u20ac\u00a2 Perspective confused<br \/>\n\u00e2\u20ac\u00a2 Recurring problems<br \/>\n\u00e2\u20ac\u00a2 The often partial solutions, imperfect, temporary.<br \/>\n\u00e2\u20ac\u00a2 Much unrest<br \/>\n\u00e2\u20ac\u00a2 Magical thinking<br \/>\n\u00e2\u20ac\u00a2 Scatter (thinking, actions, etc&#8230;)<br \/>\n\u00e2\u20ac\u00a2 Increased complexity and partly artificial<br \/>\n<!--more--><br \/>\n<strong>New organizational reality &#8230; <\/strong><br \/>\n\u00e2\u20ac\u00a2 Pressures for change are external<br \/>\n\u00e2\u20ac\u00a2 Little influence on the evolution<br \/>\n\u00e2\u20ac\u00a2 Seeking consistently: no lasting recipe<br \/>\n\u00e2\u20ac\u00a2 Constant Fluctuations<br \/>\n\u00e2\u20ac\u00a2 Fierce competition<br \/>\n\u00e2\u20ac\u00a2 Disorganization &#8211; continuous reorganization<br \/>\n\u00e2\u20ac\u00a2 Finishing is an exception (imperfect, incomplete solutions)<br \/>\n\u00e2\u20ac\u00a2 Lack of time for HR&#8230;<\/p>\n<p><strong>The challenges for the coming years&#8230; <\/strong><br \/>\n\u00e2\u20ac\u00a2 We are looking for the right way to organize all areas<br \/>\n\u00e2\u20ac\u00a2 The states and companies seek to control the cost of the growth<br \/>\n\u00e2\u20ac\u00a2 Uncertainties and trial and error: we built as we do, we are looking for leads or guidelines, and we adjust constantly<br \/>\n\u00e2\u20ac\u00a2 In turbulence in all sectors<br \/>\n\u00e2\u20ac\u00a2 Perhaps a drastic change? And we do not know how it will look like in the future!<br \/>\n\u00e2\u20ac\u00a2 Turbulence is such that it is impossible to plan the medium and long term<\/p>\n<p><strong>The teacher hypothesis: <\/strong><br \/>\n\u00e2\u20ac\u00a2 In North America and Europe: we now must manage scarcity, while before it was wealth and growth<br \/>\n\u00e2\u20ac\u00a2 Economic activity shifting towards Asia<br \/>\n\u00e2\u20ac\u00a2 We must learn to live with:<br \/>\n  \u00e2\u20ac\u00a2 Sustained performance pressure<br \/>\n  \u00e2\u20ac\u00a2 A scarcity of labor<br \/>\n\u00e2\u20ac\u00a2 The same challenges in the private and public<br \/>\n\u00e2\u20ac\u00a2 Etc.<\/p>\n<p>It is clear that the economic activity is shifting today to Asia. But it is not going to end up there, I mean: in Asia.<br \/>\nIndeed, It is striking to already read articles where basically, companies are relocating from China to Africa (<a href=\"http:\/\/economictimes.indiatimes.com\/news\/international\/business\/hm-sees-great-potential-for-textile-sector-in-africa\/articleshow\/28852088.cms\" title=\"H&#038;M\" target=\"_blank\">H&#038;M<\/a>)!<br \/>\nIt will soon be definitely time for Africa. Time for a <strong>STRONG, SUSTAINED, CONTINUOUS and ACCELERATED<\/strong> economical ramp up for the big continent!<\/p>\n<p><strong>What to do?<\/strong> in this new phenomenon of our contemporary history of the organizations. We often <strong>improvise<\/strong>! And thus perhaps need the following:<\/p>\n<ul>\n\u00e2\u20ac\u00a2 Constant monitoring, both externally and internally, to adjust the operation (dashboards)<br \/>\n\u00e2\u20ac\u00a2 Regularly review the priorities and inform the staff directly and frequently<br \/>\n\u00e2\u20ac\u00a2 Regularly inform the staff about the pressures exerted on the organization&#8230;<\/p>\n<p><strong>An &#8220;adaptive&#8221; mindset! <\/strong>Instability is seen as a normal state. This is asking for a suitable management:<br \/>\n\u00e2\u20ac\u00a2 Quick decisions<br \/>\n\u00e2\u20ac\u00a2 Decisions and priorities often revised<br \/>\n\u00e2\u20ac\u00a2 Frequent adjustments<br \/>\n\u00e2\u20ac\u00a2 Constant exchange of information<br \/>\n\u00e2\u20ac\u00a2 Affirmative style of decision<br \/>\n\u00e2\u20ac\u00a2 Decision makers closer to operations<br \/>\n\u00e2\u20ac\u00a2 Culture of test and error acceptance!<br \/>\n\u00e2\u20ac\u00a2 Continuous communication in real time<br \/>\n\u00e2\u20ac\u00a2 etc &#8230;\n<\/ul>\n<p><strong>For the managers, the bush plane check-list rather than the long-haul automatic piloting one is to be used. And thus, more turbulence to be expected!<\/strong><br \/>\nWhat will happen when Africa will have reached or overcame the current development level of China? <strong>There will be no more territories with low wages to fuel the current system? A new paradigm will have to surface, the sooner, the better!<\/strong><\/p>\n<p><strong>Ref:<\/strong><br \/>\n(i) Comment cr\u00c3\u00a9er des organisations performantes : l&#8217;art subtil des strat\u00c3\u00a9gies radicales Yvan Allaire et Mihaela Firsirotu<br \/>\nPierre Collerette (course extract)<\/p>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>Let&#8217;s start with a short quote: Everywhere, we celebrate the famous entrepreneurs, but organizations &#8220;modeler&#8221;, rarely. If the foresight or recklessness of the former is a necessary (but not sufficient) condition of economic development, it is the second discrete engineering that allows companies to grow and last.(i) What do those discrete engineers of organisation have [&hellip;]<!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[30],"tags":[381,400,361],"class_list":["post-1190","post","type-post","status-publish","format-standard","hentry","category-management","tag-mba","tag-model","tag-organisation"],"_links":{"self":[{"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/posts\/1190","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/comments?post=1190"}],"version-history":[{"count":15,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/posts\/1190\/revisions"}],"predecessor-version":[{"id":1237,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/posts\/1190\/revisions\/1237"}],"wp:attachment":[{"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/media?parent=1190"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/categories?post=1190"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/embargo.ch\/AllBlog\/wp-json\/wp\/v2\/tags?post=1190"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}