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By Anne M. Schuller (More) • Last updated on October 05.08.2023, XNUMX • First published on 06.05.2014/XNUMX/XNUMX • So far 4926 readers, 3088 social media shares Likes & Reviews (5 / 5) • Read & write comments
Collaboration means working together instead of against each other - across all departmental boundaries. We need inspiring friends, reliable allies and helping companions in an increasingly interconnected world Welt"Cross-fertilization" is what Apple calls it.
If Background but networked, this can lead to the most amazing destinations. For example, the innovative power increases with the number of people involved on an equal footing.
And this in turn increases the chance of the so-called serendipity effect: the stumbling over happy coincidences, which is favored by the participation of many.
Therefore need Companys In touchpoint management, there are also no consultants who infiltrate their “exclusive” wisdom via monolithic leadership in order to let them spill down.
Rather, they need junctions, which ensure optimum interconnections as a softening plate.
And they need input providers who act as catalysts to bring about the collective Intelligence of the best advisors out there: your own Employees and the socially connected customers.
Everywhere in the company, “potential spaces with an obligation to innovate” must be created, in which self-initiative, self-responsible action takes precedence over directives.
If, on the other hand, business organizations are built on competition instead of collaboration, then “the others” are necessarily seen as competitors, if not as enemies.
They scrambled away, gave up false information, refused help under stupid grounds, and allowed supposed counterparts to run into the open knife.
Just so they don't gain a head start. Everyone fights for the fattest piece of the resource cake, for the next career step - and for Status of course, too.
“Working together” appeals bring nothing at all as long as such systems are kept on the go by racing lists, ego-based incentive programs and profit center thinking.
A smooth, smooth interaction of the internal service chain demands that you finally say goodbye to departmental thinking and in-house rivalries.
Because this only promotes departmental selfishness and does not serve the customer. In any case, he notices it very much fast, if a company does not function as a single entity.
If companies are to function well, the employees must pull together. For this purpose, mission statements must be rethought and organizational structures rebuilt. How does it work?
The scrub of standards and norms has to be thinned, the matted contrasts of responsibility have to be verticalized, and the domestic political drift has to be confined.
For example, until today, hardly any company that focuses on customer orientation in large letters has actually shown the customer in the organizational chart.
However, anyone who speaks of Customer Centricity, ie places the customer in the center of attention, must also make this visually apparent. In the form of a customer-centered relationship network.
Pyramidale Topdown organigrams, on the other hand, are a pure self-glorification program of leaders. They focus on power and not on the market.
They cement hierarchy, rigidity and conformity. Like the monocultures in our forests, formally organized members of the organization are unhealthy, and in the long run unable to survive.
Such more or less dead order systems do not have a chance in the digital storm. Therefore, take the following tips:
And you know what: Network structures already exist in every company. They are the most lively unofficial networks of relationships. They are the real power structures of everyone Organization.
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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.
Apelle or even instructions bring nothing. On the contrary, they tend to generate rejection and resistance. But experiencing and trying out successful cooperation yourself can generate AHA experiences. And that's easy with a company simulation / simulation game. Holistic, from customer order through order processing, production, quality control, logistics, etc. to the delivery of the ordered product. Without PC and beamer, solely by own actions and actions of the participants. You can find more at www.spiel-lern-fabrik.de
Hello Mr Dr. Schrader,
thanks for the note, this sounds very cutting. Would not you be interested in writing a guest contribution on the subject?
@anneschueller about cooperation in companies.
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