Your processes are intelligently modeled, the motivated teams live a high degree of self-organization, and yet there are still occasional creaking gears?
Perfectly normal – because people work in every company. The organization of processes is constantly gaining importance. So is the cooperation of the people in your company and their responsibilities.
The axes of process and organizational structure must be well-coordinated and linked. Additionally, there are values from the corporate mission statement and communication needs that are not (or not yet) mapped in a process model.
Immeasurable and yet immeasurably valuable
The relationship between employees and managers can hardly be expressed in figures – even if surveys tell you differently.
This makes it all the more important to have a clear idea of the management mechanisms:
- What is being communicated?
- In what form and how promptly?
- How efficiently is information being passed on?
- How do managers behave toward the teams?
- How much responsibility do teams and individual members assume?
If you live these principles consistently, you will not only notice a positive change in the working atmosphere but will also create a valuable asset for your employer branding. Last but not least, management systems, processes and hierarchical dependencies can be established much more easily and successfully in a positive climate. Organization and culture thus make your company not only a better place to work but also a nimble and agile one.
The covalgo factor
Openness is everything.
We have an honest dialogue with you about how the company's values and goals are related. We engage with the organization as a social construct and discuss possible reactions of the people involved before proposing changes in an organization.
The covalgo toolkit
- Stakeholder analysis
- Alignment of processes with benefits
- Avoidance of superfluous formalisms