The global market is going through a period of major readjustment. The big issues of our time - inequality, climate change and the digitalisation of economies are shaping the decisions of the world's major players, whether they are large transnational organisations, countries or economic blocs. These readjustments announce the emergence of a new period that will be radically different from the period prior to these profound transformations. The solutions of the past will thus require an exhaustive fact-check which will make it possible to conceive the adjustment of a given solution which was once effective.
Faced with these intersecting realities, our organisations, which are strongly influenced by all these transformations but in turn do not influence them, suffer the effects of the shock waves, often without realising their own origin. Strongly dependent on a fragile and underdeveloped organisational structure, they find it very difficult to find a course of action on which to navigate these more troubled waters. Transformational periods are like that and organisations have become technologically quite advanced, but with one overriding shortcoming: - A structure adapted to a world in constant mutation -.
It is therefore urgent to intervene in this area. To develop organisational structures and promote the development of differentiating competencies in people, especially in leadership.
An intervention in the organisational structures of companies must be carried out with special attention to the company's purpose, mission and the values on which it wants to base its future. Organisational design is therefore fundamental to streamline work processes and adapt them according to market needs. Although it may seem simple, this change is clearly difficult and time consuming, as companies tend to standardise their decision and work processes, accepting changes with very little interest. This is why it is imperative to intervene at the level of people's mental models, always starting with the leaders.
The development of new types of leaders, who adjust to the needs of customers and situations, forces people, companies and leaders to develop new ways of thinking and new behaviours. They also seek compromises, involve the other team members and maintain a healthy working environment which is open to new ideas and new methods of organisation that promote simpler and more efficient work processes.
This mental model of transition from static organisational models to those of variable and complex geometry, in which leaders are as such because they facilitate processes and/or projects, but without assuming effective leadership responsibilities, requires competencies that we do not find in organisations where powers are centralised and where there is no history of effective delegation of responsibilities.
The new generation of leaders will surely be a generation of positive influencers of people, motivating them for action through setting the example, and promoting involvement and development of collaborative work. They will clearly know the limits of their responsibilities, where the organisational structures as well as the boundary between execution, management and administration activities will be clearly defined and separated.
It is imperative to prepare our companies for this challenge. It is imperative to provide companies with effective management mechanisms, where capital and management are not confused and where leaders can make the necessary organisational results happen. The change processes are there and it is necessary to act in order to find the new leaders of tomorrow. We cannot wait any longer, we need to influence people in a positive way!
About the author
Artur Ferraz é Partner na IBC.
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