Structures usually inhibit progress

Structures usually inhibit progress

Replacing structures with accountability

Managers of business structures would do better to heed the lessons learned from the ‘unsinkable’ Titanic’s collision with an iceberg. Today, everyone must become more nimble and learn how to respond quickly. Unanticipated opportunities and threats of the globalised world driven by disrupting technology can cause havoc.

Evolving from a structured organisation to an agile one can be difficult, but it doesn’t mean you have to restructure entirely to survive and thrive. Managing change means assigning accountabilities involved, specifying the desired outcomes, then introducing digital strategies to help all those involved.

Now you can let the responsible person decide how to accomplish the desired outcomes. Individuals or teams who become accountable become agiler and can quickly adjust their actions and behaviour as they identify what is working and what is failing.

Assigning accountabilities is different from structures in several ways:

  • There are less budgeting and more market-based resource allocation
  • There is more personal flexibility leading to improved enthusiasm and motivation
  • People would prefer to be coached than managed, particularly micro-managing.

Structures with digital technology meet the need for speed

Managers have been automating and re-engineering processes forever. While the aim was to improve efficiency and reliability, the result has often been to saddle companies with a mess of entangled technologies which make it difficult to keep up with an accelerating rate of innovation to keep meeting customer demands.

Don’t adopt strategies which keep you tied to all your old technology and marketing programs. Instead, focus on digital technologies enabled by building a growing tool-chest of capabilities, reusable components, and standardised processes which continuously create value at a faster and faster rate.

Objectives should be part of frequent discussions, ambitious in scope, measured by specific metrics and milestones and transparent for everyone in the organisation. Digital technology in operations and marketing can accomplish far better outcomes.

A digital strategy can streamline accountability and structures

If nothing else a digital strategy is going to contribute to the betterment of work and life through the improved innovation and productivity of everyone in the organisation.

The best place to start replacing structures with accountability is in the marketing area. Reassess your website development. There are so many opportunities to improve your customer service and the customer experience using digital technology; it can transform your marketing programs and indeed your whole approach to doing business.

Employees shouldn’t worry about the automation of their work because they have been used to it for years.  Every organisation seems to be always changing their structures to meet the challenges whereas new digital technology can now make quantum leaps.

Perhaps it’s time to change your marketing playbook, to a digital marketing playbook, to create the future they want. Unless you want to die a death of a thousand cuts, doing nothing is no longer an option. Structures and customers integrated with digital marketing help businesses to perform better.

 

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