The Aging Crisis


Not a company exists whose management doesn’t say, at least for public consumption, that it wants an organization flexible enough to adjust quickly to changing market conditions, lean enough to beat any competitor’s price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and consumer service.

So, if managements want companies that are lean, nimble, flexible, responsive, competitive, innovative, efficient, customer-focused, and profitable, why are so many. Companies are bloated, clumsy, rigid, sluggish, non-competitive, uncreative, inefficient, disdainful of customer needs, and losing money. The answers lie in how these companies do their work and why they do it that way.

Corporations do not perform badly because workers are lazy and managements are inept. Just the same, the record of industrial and technological accomplishment over the past century is proof enough that managements are not inept and workers do work.

Inflexibility, unresponsiveness, the absence of customer focus, an obsession with activity rather than result, bureaucratic paralysis, lack of innovation, high overhead—these are the legacies of industrial leadership. These characteristics are not new; they have not suddenly appeared. They have been present all along. If costs are high they can be passed on to customers. If customers are dissatisfied, they have nowhere else to turn. If new products are slow in coming, customers will wait. The important managerial job is to manage growth, and the rest doesn’t matter. Now that growth has flattened out, the rest matters a great deal.

The business problem is that in 21st century with companies designed during the nineteenth century to work well in the twentieth—we need something different.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Shaping the Corporation


What will be the shape of the new corporation—the company that survives and thrives on the difficult path to the twenty-first century? Will it be a flattened pyramid, a networked cluster, a hollowed-out donut, or possibly even a shamrock?

These and other nonhierarchical possibilities stimulate a great deal of interesting speculation. The art of organization design is at a significant crossroads. Many of its old truisms are coming under fire, and few new proven ones have emerged to replace them. But at least some sense of direction for the new corporation is apparent: It will be a business with few walls. Its structure will minimize barriers between staff thinkers  and line doers, between functions and divisions, and between the company and the outside world.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Flatten your Organization


Flattening the organization means that each manager becomes responsible for more people. There is a limit to the number of people that one person can supervise, but this span of authority varies widely between jobs. Most people imagine that a manager can only handle a few subordinates. In reality, proper delegation allows you a surprisingly wide span, allowing a much flatter and leaner organization.

Your organization should have the best structure for achieving its goals. This structure shows the internal divisions of the organization; and the relationships between them. The structure is not fixed, but evolves to meet changing conditions. Unfortunately, this generally means a drift towards more complex structures, with more divisions, extra layers of management, longer chains of command, less delegation and more centralization. Endless levels of management can be used for minor rewards and recognition.

The proliferation of management layers is hopelessly inefficient. It forms an army of people whose only job is to force information to travel through a long and convoluted route before it is used, and makes sure that decision makers become hopelessly remote from the operations.

Delegation has clear advantages and empowerment allows you to reduce the layers of management. So the best type of organization is as flat as possible, with only a few layers of management. The organization must be flat, so that the top is connected to the people who actually make the money.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight