Whatever the shape or structure of the Brand U organization, teaming is the common transactional activity. Self-managed teams are probably the most notable example of empowerment. Empowered teams and team members make decisions affecting their work and customers. Divisions, plants, and even departments are transformed into standalone work units responsible for their profit/loss. Such units …
Think about the groups or teams you belong to, church groups, work teams, e-mail discussion groups, partnerships, and even baseball teams. Some even set up their families as teams. Brand U teams come in many forms. Team members in one company are called ‘associates’ and are real process stakeholders. They participate in decisions that traditionally …
To destroy silos, companies are teaming. It’s happening in the office, on the manufacturing floor, and in creative services. Xerox office teams determine who does what and when; Chrysler production teams determine the best flow for their work; and Leo Burnett account teams offer one-stop advertising for clients.
What are the protocols and rules of the Brand U organization that values marketable and value adding knowledge as much as loyalty? Traditionally, the twenty-year manager had power, prestige, and knowledge, and was accorded loyalty and respect due to these factors. Now, value adding knowledge and abilities are increasingly important.
Examples of successful Brand U teams are often found in sports and music. For example, a winning football team is an assemblage of Brand U, each of whom has a specific function. Some players may be superstars. However, the winning football team usually has everyone subordinating personal glory to team success. The coach shapes team …
In the horizontal organization, hierarchal levels disappear, work is simplified, and information is universally available. Responsibility, authority, resources, information, and decision making are downloaded to the lowest organizational level. Hierarchal- functional workers evolve into process owners. Self-managed process or project teams do work simultaneously or concurrently. Specifications are jointly developed so everyone is familiar with …
Wealth used to be in land, then property, plant, and equipment – hard assets. Now wealth is in Brand U people whose ideas and knowledge are portable. So, the issue of happy workers has become a major topic as organizations try to engage and inspire us to contribute our ideas and knowledge. They want more …
Brand U leadership often surfaces in battle where the consequences of poor judgment are fatal. But, can an extraordinary Brand U make a difference in a business organization or a team? Studies continue to indicate that leadership is often exemplified in teams and small organizations. For example, small product development teams have developed breathtaking products, …
Brand U leaders also have the common touch and are often hands-on. Brand U leaders are closely involved with workers, suggesting and demonstrating as opposed to directing or managing. Dana Mead, CEO of Tenneco, said: “to be successful, leaders will have to be less arbitrary, more directly involved with what’s going on the shop floor, …
Good management is difficult to define. However, identifying toxic management is much easier. W. Edwards Deming, the great quality innovator, said that 85% of an organization’s problems are management derived. Bad management is often a personal issue as well. When you hear of people complaining about their jobs, some supervisor or manager pops up into …