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Agility, Labour Supply, Operational Excellence
- 2024/11/25
- 再生時間： 9 分
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Enterprise Leadership 5.0 November 25, 2024 Our NET.story Fact or Myth? The Paradox of Work Environments – Agility and labor shortages meet power growth and labor oversupply In one part of the world, chronic labour shortages, a high degree of automation, and increasingly agile self-organisation dominate. In another part of the world, there is tremendous growth, an abundance of labour, and a constant drive to place new or additional services, mass products, or low-cost offerings in every conceivable market. It’s a fascinating paradox of global work environments in the 21st century: While in some markets, labour shortages are leading to a profound rethinking – companies rely on automation, rationalisation, and decentralised self-organisation to achieve more with fewer, highly talented individuals – in other regions, it’s still observed that "more work" is traditionally managed with "more people" in conventional structures. This is the part of the world where labour is abundant, and the value of this labour is determined primarily by speed, volume, and cost. Companies in these markets attempt to increase efficiency by relying on low wages, an oversupply of labour, and textbook work methods. However, the path to operational excellence in such an environment is far from straightforward. This contradiction between worlds – the focus on technology and self-organisation in one and the heavy reliance on cheap labour in the other – is reflected in how companies in such markets design their organisational structures and leadership approaches. And here lies the challenge for companies trying to achieve operational excellence: How can agility and self-organisation be established in a world primarily shaped by labour oversupply, mass business models, and traditional leadership? The Trap of Traditional Hierarchy In a hierarchical structure, quick adjustments are practically impossible. The slowness of decision chains and the lack of individual responsibility hinder progress and innovation. In many markets focused on "fast, much, affordable," leadership cultures remain deeply rooted in hierarchy. Decisions are passed down from the top, processes are strictly tied to tasks and timeframes, and employees are trained to execute their work without much room for initiative or creative problem-solving. But what happens when the competition shifts toward agility, innovation, and rapid response? Slow decision-making: In a hierarchical structure, every decision has to pass through many levels of hierarchy before it’s made. In fast-changing markets or where customers become increasingly demanding, this slowness leads to missed opportunities. Agility and the ability to quickly respond to new demands are almost impossible to achieve in such organisations. Lack of employee autonomy: In a hierarchical culture, employees are often expected to strictly follow the "task instructions" with little room for their own ideas or solutions. This not only stifles initiative but also prevents them from identifying problems and developing solutions proactively – which is a core component of operational excellence. Irresponsibility and skill erosion: When decisions are made further up the chain, employees lose a sense of ownership and trust in their own capabilities. For companies relying on continuous process improvement and operational excellence, this is a significant problem. Agility as the Key to the Future – But Not Without a Cultural Shift The answer to these challenges lies in adopting agile, self-organised teams and decentralised leadership. But this shift is far from easy. The solution to these structural issues doesn’t lie in reinforcing traditional hierarchical models but in a fundamental shift toward agile working methods. However, this transformation is anything but simple. It requires not only a new way of collaboration but also a deep cultural change. From task orientation to goal orientation: In traditional organisations, the focus is on performing specific tasks. Agility, on the other hand, is based on results-oriented work, where teams decide for themselves how to best achieve their goals. It’s no longer about strictly defining what needs to be done but about achieving a clearly defined outcome. Self-organisation instead of micromanagement: In agile organisations, employees take responsibility for their own work processes and decisions. Leaders act more as coaches and mentors than as traditional bosses. But to implement this approach successfully, companies must be willing to place more trust in their employees – something that is still lacking in many hierarchical organisations. A culture of continuous improvement: Agility requires a failure culture where setbacks are seen as learning opportunities. In markets where the mantra is "fast, much, affordable," there is often little room for continuous improvement. But this ongoing refinement is what underpins operational excellence...