{"id":10327,"date":"2023-08-07T09:13:17","date_gmt":"2023-08-07T15:13:17","guid":{"rendered":"https:\/\/kroupensky.com\/?p=10327"},"modified":"2023-08-07T09:17:22","modified_gmt":"2023-08-07T15:17:22","slug":"transformando-el-liderazgo-como-la-organizacion-abierta-conduce-a-resultados-excepcionales","status":"publish","type":"post","link":"https:\/\/kroupensky.com\/en\/transformando-el-liderazgo-como-la-organizacion-abierta-conduce-a-resultados-excepcionales\/","title":{"rendered":"\u00abTransforming Leadership: How Open Organization Drives Exceptional Results\u201d"},"content":{"rendered":"

We are facing a change of era that implies revolutionizing a large part of the assumptions that underpinned management principles during the 20th century.<\/p>\n

That's why, today I want to talk about the fundamentals of an open corporate culture.<\/p>\n

Currently, in this world of accelerated change, the principles of commanding and controlling are inefficient, inadequate, and, taken to the extreme, harmful. The fact that the manager possesses more information than the rest of the collaborators, and therefore has an advantage over them in making better decisions, is a threat.<\/p>\n

In a world of such rapid and dynamic change, this concentration of knowledge and power is a serious bottleneck that endangers not only the institution's competitiveness but also its viability.<\/p>\n

Therefore, the leader's role needs to take a 180-degree turn. Today, their role becomes ensuring that the right people have the right information and that each and every member knows and understands what is happening in the company and in the market. And that they are not simply told what is being done, but why it is being done.<\/p>\n

Finally, the director's goal in this new environment is to align the organization so that it can operate on its own.<\/p>\n

This change implies a radical shift in mindset that pulls us out of our comfort zone and launches us into an environment of vulnerability that we are not accustomed to. The question is: do you want that vulnerability to be dictated by your lack of openness, which puts you in a position of arrogance and blindness, or do you prefer it to be generated by your openness to understanding, listening, and collaborating, which gives you more control over the outcome?<\/p>\n

And I am empathetic. I know this change is difficult because it's not about changing processes and procedures, but because it involves changing paradigms, behaviors, and relationships. It means opening yourself up to scrutiny, criticism, and questioning. A very painful process for the leader accustomed to the command-and-control school. And yet, it's necessary to swallow our ego and open ourselves up.<\/p>\n

So let's put on our investigator's cap and, with the curiosity of our inner child, embark on the new adventure of becoming 21st-century leaders.<\/p>\n

A good place to start is to explore and gain a deeper understanding of what motivates millennials, who by 2025 will make up 75% of the workforce.<\/p>\n

The first thing to understand is that it's not simply money, but a sense of purpose that drives them. And that's why millennials find alignment with their values of transparency, participation, purpose, and continuous learning in open organizations. These elements create a work environment in which they feel more engaged and motivated to contribute and grow. This is a model that turns work into something transcendent, which increases productivity and reduces turnover.<\/p>\n

One aspect that I consider extremely positive about the principles of culture in open organizations is their emphasis on meritocracy. This refers to the establishment of a system where advancement and recognition are based on merit, meaning individual skills, performance, and achievements. In this system, people are rewarded and promoted based on their contribution and abilities, rather than primarily relying on seniority, hierarchy, or affiliation.<\/p>\n

Two books that address the mindset shift needed to transform our organization are \u00abThe Open Organization\u00bb by Jim Whitehurst and \u00abHumanocracy\u00bb by Gary Hamel.<\/p>\n

Some successful companies that uphold this principle are Red Hat, W. L. Gore, and Patagonia.<\/p>\n

Allow me to contrast the management principles between the two cultures:<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Closed Organizational Culture<\/strong><\/td>\nOpen Organizational Culture<\/strong><\/td>\n<\/tr>\n
Leadership based on formal authority<\/td>\nLeadership based on influence and skills<\/td>\n<\/tr>\n
Rigid hierarchy and pyramidal structure<\/td>\nFlat and flexible structures<\/td>\n<\/tr>\n
Centralized decision-making and top-down authority<\/td>\nDecentralized and distributed decision-making<\/td>\n<\/tr>\n
Compartmentalized information and departmental silos<\/td>\nInterdepartmental collaboration and data access<\/td>\n<\/tr>\n
Strict separation between work and personal life<\/td>\nIntegrating personal and professional values<\/td>\n<\/tr>\n
Vertical and formal communication<\/td>\nOpen, horizontal, and transparent communication<\/td>\n<\/tr>\n
Financial goals as primary goals<\/td>\nSocial, environmental, and financial goals<\/td>\n<\/tr>\n
Financial incentives as main motivators<\/td>\nIncentives based on passion, purpose, and autonomy<\/td>\n<\/tr>\n
Minimized risk and aversion to failure<\/td>\nTolerance for failure as a driver of innovation<\/td>\n<\/tr>\n
Focus on maximizing profits<\/td>\nFocus on customer and community satisfaction<\/td>\n<\/tr>\n
Long-term planning and fixed strategies<\/td>\nAgile adaptation to changes and focus on resilience<\/td>\n<\/tr>\n
Uniform and prescribed corporate culture<\/td>\nInclusive, diverse, and values-oriented culture<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/p>\n

Perhaps the most significant benefit offered by an open organizational culture is its ability to adapt to change and be resilient. This allows the organization to maintain its relevance and competitiveness in an ever-evolving business environment. Furthermore, it streamlines decision-making, iteration, and continuous improvement. It also facilitates productive crisis management and fosters a culture of continuous learning and adaptability.<\/p>\n

In conclusion:<\/p>\n

The future has already arrived. Hierarchical, closed, and imposed systems endanger the future of the institution.<\/p>\n

I invite you to review the two columns in detail and evaluate where your organization stands today.<\/p>\n

If your culture leans more towards a closed organization, fill yourself with encouragement, vision, and courage. Confront your ego. Start by reading the two books I mention, and then, if you wish, we can talk.<\/p>\n

We are at a critical moment for the future of the world, and your growth is vital. Embrace your greatness. The company is the balancing act to guide the world to success. I invite you to join the movement by building a new model that is economically efficient, based on coherence and sustainability.<\/p>\n

 <\/p>\n

Go ahead!<\/p>\n

 <\/p>","protected":false},"excerpt":{"rendered":"

Estamos ante un cambio de era que implica revolucionar gran parte de los supuestos que fundamentaron los principios del management durante el siglo XX. Por eso, hoy quiero hablar de los fundamentos de una cultura empresarial abierta. 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