New work for young companies
Perhaps you yourself have only recently stirred up an established market with your start-up. You are a young company, successful and with high growth rates – in turnover and in the number of employees. You prefer to keep the start-up mentality and spirit – but it becomes clear that the working methods from the early days are no longer the right ones, now that many more people are on board and complexity is increasing.
But how can growth be successfully managed without becoming as bureaucratic and inflexible as the “old corporate steamers”?
Football tables and fruit baskets are all very well, but new ideas are needed to organise the cooperation. The traps of old management practices lurk everywhere.
We accompany the growth so that your company remains dynamic and flexible and support you as a sparring partner in rethinking organizational growth.
Our understanding of New Work
From our point of view it is about the question how work and leadership can be organized in companies so that your company is successful and the employees are satisfied.
In a dynamic market you have to align your company in such a way that you can react quickly and flexibly to customer needs. The focus is on value creation. In this complex world, the classic management tools for controlling the organization are usually no longer of help – but unfortunately there is no “New Work Toolbox” from which you can easily draw.
Rather, the basis is an attitude at management level that corresponds to Douglas McGregor’s theory Y – in other words, the assumption that employees want to assume responsibility and are motivated. Based on this view of humanity, there are new possibilities for shaping organizational growth that are not characterized by control, but that enable teams to organize themselves and actually focus on value creation and the customer.
In the beginning it is about getting an understanding of the current situation. What are the challenges posed by the growth of the company? How have you changed the organisation since the founding days? Which structures have been inserted? How do employees describe the culture? Where do conflicts arise and why?
Discussions with the founders are just as important as individual discussions with employees. In fact, the cultural patterns of a company are usually a good indication of whether you are on a sensible path of organisational development.
In the second step, we work together to find solutions for your specific situation. We recommend starting with small experiments, involving the employees directly and thus approaching the solution step by step. This means not working out a new structure and processes at the green table and imposing them on the organisation. Instead, we experiment and adapt.
In reflection discussions and follow-up workshops, we then accompany the development and give impulses for fine tuning.
We see ourselves as companions, sparring partners, sources of inspiration and irritators throughout the entire process.