What does responsiveness mean for employees?
Responsiveness has a major impact on employees and offers both opportunities and challenges. In a responsive company organization, employees do not carry out monotonous work instructions from their superiors. They are involved in both external and internal projects. By actively participating in projects and internal strategic initiatives, they are an important part of shaping the company.
virtual7 has recognized how important each individualemployee:inis. Since so much responsibility is usdeliveredwas delivered to us,showsitself,that each individual can make a significant contribution to the company. You no longer simply work through your projects, but think about what you can contribute yourself, tomove the company forward.
Paula Kowal, Core Cluster Marketing
What has changed in everyday working life?
For many, this is initially a big step into the unknown. Breaking away from old structures turns your own working world upside down. The new processes, meetings and organization seem confusing at first.
Especially at the beginning, it feels as if some things are still up in the air. First of all, tasks have to be reorganized.You also have to think about which role will take on which of the existing tasks in the future and who is responsible for what. That is a process. It must be accompanied accordingly. As a result, such uncertainties will clear up and dissolve over time.
Dirk Hammes, Senior Developer, Customer Cluster Finance
How has the role of employees changed?
The aim of responsiveness is to allow employees to participate in shaping the company. As a result, responsibilities are distributed in a meaningful way. The self-organization of employees and their responsibilities is an essential part of this. The organization can and must be constantly reviewed and adapted. Responsiveness is not a state, but a process. Paralysis through analysis does not move anyone forward. Instead, everyone involved must engage with the process and be prepared to admit mistakes. This initially takes time and work. But this is the only way to create a system that achieves the desired flexibility and speed without overburdening individuals with decisions.
I believe that in some clusters it is still the case that the former heads have mainly taken on the organizational roles. Only now is the whole role concept developing in the direction that other members of the cluster are also venturing into roles that involve the tasks of former Heads. The good thing is that anyone who wants to can take on such tasks, but they don’t have to.
One key finding is that some things, such as planning, are better handled by a team than by a single person. In my opinion, the tasks are better distributed. You are not forced to do anything and can choose the roles that you particularly enjoy.
Denise Bender, Senior Technical Consultant, Customer Cluster Finance
