Industrial concepts are hindering the creative economy

I have just finished reading the great book “ What Matters Now” by Gary Hamel. The book is centered around five fundamental, make-or0break challenges that will determine whether your organization thrives or dives in the years ahead! These issues are:

•        Values
•         Innovation
•         Adaptability
•         Passion
•         Ideology

It became clear to me that most institutions are still build upon concepts form the industrial revolution (or even older). The most visible expression of which is its command & control style. In my case these institutions were my upbringing, school and university (which concepts started in the Middle Ages), military service, sports teams and big Corporations.

This command & control style is hindering the most needed creativity.

In order to change this, a change in dominant beliefs is crucial. Without a change in beliefs all the changes will merely be window-dressing. This can certainly be done but requires a lot of work and determination.

Here is an example of old beliefs (from the industrial age) and new beliefs (from the creative age).

Attitudes about	In the past are limiting	For the 21st century are energizing
Purpose	To make as much profit as possible	There is  meaning, a purpose in the organization and in the work itself
Work Definition	Work is performance only; work equals doing	Work is performance, learning and enjoyment; Work equals doing and being
Position	Managers are more valuable than employees	Everyone’s specialties are valuable
Knowledge	Managers have more experience and knowhow than  employees	Knowledge is more important than position
Management Style	Managers  give commands to employees on what, when and how to accomplish goals. Managers control employees	Managers coach their employees  as and when asked for. Employees determine how they will reach their goals. Employees are given responsibility and trust.
Employees	All employees have the same needs and behalve in the same manner	Employees have different needs, especially per generation
Customers	Product out. Transaction focussed	Needs driven. Life time value
Change	Managers determine what needs to be changed and drive change top down	There is a collective ownership and understanding of change
Innovation	Predefined goal and deadline; Control	Open activity (20% of available time); Trust
Performance Measurement	Managers measure the performance of employees; focus is on weaknesses and presence	Managers, team members and peers measure the performance of employees; focus is on strenghts and merit
Rewards	People are only interested in their salary	Employees want more than a great salary.  They are interested in having a more fulfilled life, less stress, and more decision-making authority within their job
Metrics	Mainly financial; profit and shareholder value	People, planet, profit and stakeholder value
R&D	This is so crucial, that all has to be done inhouse	This critical activity needs external resources as well
Culture	Everyone should behave in the same way according to the culture	There is respect for  each other’s difference
Hiring	People are hired, based upon past job experience and fit into current job description	People are hired, based upon organizational and personal match of mission/vision/values, what their passion is and how they can contribute to organizational goals.
Workplace	The standard workplace is defined by managers	Employees define/design their own workplace
Working Hours	9-5, 40 hours per week, on-site	Defined by employees, based upon goals achievement, on-site or remote/mobile
Procedures	Procedures are mandatory	There are clear ‘rules of engagement’, rule 1= use your common sense
Workload	You have to be busy continuously	There is enough time for fun and relaxing, which generates new ideas as well
Training	There is limited room for professional development	If people grow (professionally and personally), the business grows
Promotion	You grow within a functional silo	You grow based upon results and added value
Job Titles	You work according to your job description	You work according to your (various) roles and goals
Information	Info is distributed according to your position	Info is distributed according to your needs
Retirement	After you are 65 years old	When you want to use the funds
Clothing	Your appearance should be in line with company rules	Your appearance is in line with your personal preferences.

What are you doing in order to change your old beliefs?

Enthusiasm drives Excellence!

www.theproperway.com