Is it possible to turn a company into an organic system? When we think of a company, we usually display in our minds equipment and people working for a common goal, however, rarely we analyse the background of these components and how they work to properly yield results. A company is a world, and within it, several elements live, each different from the other, and yet dependent on it. Is there a real synergy between them?
When we focus on the areas of opportunity that exist within a company, chances are we do it from our personal perspective, that is, from what we think is important and we believe is a priority for us. This is obviously influenced by the training we have, our experience, and even the area in which we perform professionally. However, it is unlikely that we think of integral interventions to improve a company.
When improvement projects are carried in organisations, they often tend to acquire new tools, not to develop their potential. Although the tools are essential for it to function properly and efficiently, they are not always the total solution to the problems that arise. We can say that they only make up for a third of what to diagnose to fully understand the needs that exist in the company. The other two thirds are often overlooked for a very simple reason: they are as much a part of everyday life that are taken for granted. These two thirds are essential for the organisation to reach the top of its possibilities’ frontier (step that almost everyone jumps) and eventually expand it.
When new technology is acquired, what the company is doing is expanding its possibilities’ frontier, even before they can reach its stop. In theory, this is positive, however, if we look more objectively, we realise that we have just acquired the possibility to have better results, but we have not acquired those results. However, if you are looking is to reach your full potential and transform it into results, the benefit will be immediate and will be reflected in the productivity and profitability of the company. To achieve this, it is necessary to attack the other two thirds above: people and processes.
Processes are the daily life of the organisation, they are the way in which it operates and lives, so we need to clearly see them and identify which are actually beneficial and which can be modified to make them more efficient.
On the other hand, people are those who manage the tools and carry out these processes, so you should take them into account for any change that the organisation will suffer, because they are will be bearing it to success, or otherwise, to failure.
When there is synergy between these three components, a project is more likely to be carried out successfully. This may seem simple when described like this: People + Processes + Technology = Success. However, it must take into account a myriad of variations that can result from the mixture of this triad. Each of the thirds work differently, but are equally important, so you need to have experts in each of these areas, to know fully understand their needs and requirements. This does not mean we have to employ the triple staff to take care of the project, but we have to look for professionals with adequate preparation.
Once these three components are properly attacked within an organisation, it really starts to operate systemically, so that everyday work becomes simple and occurs organically; this way of being of a company, the Enterprise Operating System, EOS for its acronym in English, is the dream of any entrepreneur; his company, rather than automatically, runs naturally.