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By Anne M. Schuller (More) • Last updated on October 12.02.2024, XNUMX • First published on 09.04.2019/XNUMX/XNUMX • So far 6376 readers, 3822 social media shares Likes & Reviews (5 / 5) • Read & write comments
In digital times and a complex one Welt future viability depends on quick and at the same time good decisions. They are the prerequisite for that Success. For what reason Companies in terms of decision-making culture can no longer continue as before, this article shows.
Decision makers high up in the organization were common in times of standard processes and continuity. In a complex environment, on the other hand, they become a bottleneck Organization. Advance, individualized services and high speed are only feasible where between decision and Implementation as little time as possible passes. A new era also needs a new decision-making culture. Today's understanding of leadership is no longer about making decisions, but about
Many companies are still a long way from both. Here is an example: Purchases of 100 euros or more need this Company the signature of the next higher supervisor. A form has to be filled out for this. In addition, only listed parts may be purchased, although much more suitable ones would be much cheaper on the web - and can be ordered with one click. To make matters worse, he is Executive two weeks on vacation, after that his work piles up. When the green light finally comes, that's it Customer, for whose order this part was necessary, gone. He couldn't wait any longer. Next to the Costs for the internal process handling amounts to the lost Turnover to 10.000 euros. The normal madness in autocratic companies.
The further a decision is shifted "upwards", the more likely it is that people will be sitting there who have no idea about the subject. Here's another example: In a management meeting, the "Head of Legal" presents a legal matter for a decision. But the heads of purchasing, production, Marketing, sales, etc. lacks any legal expertise. An expert opinion is required for security. That makes decision-making processes tedious and expensive. Or, just as bad as usual: According to the motto "If I help you, then you will help me", alliances of convenience are forged that pursue ego interests but do not serve the cause.
"It doesn't matter Sinnto hire smart people and then tell them what to do. We hire bright people to tell us what we can do.” Steve Jobs said this. Many companies are still a long way from thinking like this. First they want the best Employees and then they are guided as if they could not make their own decisions.
Executives must know and be familiar with many things, but not be able to do everything. Decisions "by virtue of office" far off the mark very often ignore the reality of life. And that's how it comes with customers also to: regimented, tough, uninspired, run-of-the-mill. Apart from the cases where legal regulations make it necessary: why does it need the signature of one or two bosses even for the smallest of occasions?
Of course, the big strategic decisions belong in the hands of management, but it's different with operational decisions. The professional ones Competencies are today mainly with the specialists in the Team. In order for your projects to succeed, you should make the necessary decisions on your own. “Bringing competencies and responsibility together” is what this principle is called.
Shifting operational decisions "up" is as if the coach had to shoot the penalty. And that's what stands in the way of success. Because:
So there is a lot against decisions from above in operational matters. And there is a way out of this dilemma: interdisciplinary, self-organizing teams. Then most of the decisions are made exactly where they belong: where the professionals sit, where you are very close to the customer, and where, with the slightest hint of mistakes, you can follow up very quickly.
Almost all operative questions can answer a team better and above all faster than a manager far away from the shot. Anyone who has the ear constantly on the market, also has a good sense of what the next big thing could be.
Anne M. Schüller is a management thinker, keynote speaker, business coach and multi-award-winning bestselling author. She has been repeatedly named Top Voice by the business network LinkedIn. The business administration graduate is considered a leading expert in touchpoint management and customer-focused corporate management. She is one of the most sought-after speakers in German-speaking countries. For more than 20 years she held management positions in sales and marketing at various international service companies and received several awards. In 2015 she was inducted into the Hall of Fame of the German Speakers Association (GSA) for her life's work. Touchpoint management, customer loyalty and referral marketing. She also conducts power workshops on these topics. Your Touchpoint Institute trains certified Touchpoint Managers. Her clientele includes the elite of the German, Austrian and Swiss economy and Managementbuch.de is one of the most important management thinkers. Her bestseller “Touch.Point.Victory.” is Trainer Book of the Year 2016. Her bestseller “The Touchpoint Company” was named Management Book of the Year 2014. Her bestseller “Touchpoints” is SME Book of the Year 2012. When it comes to the subject of customers, she is one of the most cited experts. More information at www.anneschueller.de and www.touchpoint-management.de All texts by Anne M. Schüller.
Good contribution, I have the same gebookmarket.
Wow, this article is really challenging.
More bosses should read this no-go list!
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