For an entrepreneur there are 2 organizational charts in the company:
● the officer: normally hierarchical in form, which usually appears on the intranet,
● the alternative: it is shaped like a spider’s web, the one in which the people of the company find themselves who dare to go beyond what their position marks for them.
Normally, the official organization chart is geared towards management, and when some innovative project lands on it, many middle managers look at their dashboards and say: “My thing, don’t touch me, my indicators are out of control !!!” (Here we could also start another article on “Change management”, but we will continue with the “Alternative organization chart” that is less seen ;-) …(stanozolol before and after)
That is why the entrepreneurs, who are highly oriented to innovation, should look for other “allies” to facilitate this landing. Every entrepreneur must have a NETWORK of contacts throughout the Company, of influential people wherever they are (regardless of their position or position), ie they are able to DYNAMIZE (not to dynamite ;-) their environment.
Before continuing let me tell you that there are basically 2 types of innovation:
● INCREMENTAL Innovation: it consists of continuing to apply improvements or small modifications on something that already exists, to improve its efficiency, user satisfaction … and that are developed within a framework of CONTINUITY.
● DISRUPTIVE innovation: also called RADICAL, it is about the creation of new products and processes, they are REVOLUTIONARY changes, which represent new paradigms.
As much as in our company there is a philosophy of “minimizing risks”, the weight of DISRUPTIVE innovation is and will be increasing, as long as we really want to differentiate ourselves from the rest of the offer in the sector. So you can imagine what a hierarchical organizational chart helps to INNOVATE DISRUPTIVELY, not only does it not help but it hinders.
That is why the entrepreneur must weave a NETWORK, which puts him in contact with the rest of the entrepreneurs of the company. Years ago this could be a somewhat more complicated task, but now with social networks it is much easier:
● If the company has an intranet 2.0, it is a matter of looking for the people who are most actively involved in it (publishing articles and / or commenting on others).
● In professional social networks (Linkedin, Xing or even Twitter …) it is possible to locate other colleagues who have an active profile and who show their concerns.
● …
Hierarchical organization charts are somewhat static and old-fashioned for learners, just like typewriters, which were once useful, but now in the midst of the world of knowledge, global communications and dynamism, whoever uses them is condemned to understand only himself. (Which for some, by the way, is not little)