Re-conceptualizing Performance Success
Two years ago, a local manufacturing company realized that its organizational structure was negatively impacting performance.
Decisions took forever, requiring trips up and back down the authority ladder. Collaboration happened only by accident, since it was not an everyday practice. Differences of opinion were taken personally rather than being viewed as part of the process for exploring new and better ways of doing business.
Customers were satisfied, but rarely appeared to be gung ho about the company.
Then a change in leadership occurred when retirement allowed a new leader to emerge. With the new leader came a new vision. His plan was leading edge, filled with potential, compelling, and simultaneously scary. It required a new organizational structure, one that eliminated the traditional pre-packaged hierarchy in favor of horizontal cross-functional collaboration (bye, bye silos).