Moving Toward Organizational Transparency
Estimated Reading Time: 5 minutes
More and more people are embarking on designing and structuring an open organization, as marked by today’s standards in the strategic direction of the company. The market is more demanding and the uncertainty that surrounds it has teetered its stability, so that organizations are forced to be much more flexible in its operation to meet the challenges they face.
A great quantity of companies continue with an obsolete organizational model based on rigid systems centered in the improvement of processes in terms of immediate and short term profitability, making it impossible to leave the road set by the hierarchical superior.
The competition entails searching for new ideas that allow innovation in organizations, thus these business structures must be permeable to external influences, allowing them to grasp knowledge.
This search for knowledge must not be subordinate to a simple technological surveillance system. Rather the workers themselves must be connected to allow the free circulation of ideas, with the possibility of sharing and generating knowledge validated within the organization. Thus the benefits of internalization would apply to any project or task.
The organizational challenge is to get internal talent connected and to align them with the company’s strategy. But no one said this would be easy, thus the company’s culture must be aligned with the business model, being the key human resources function to ensure that employer and employee move in the same direction.
It is here where the company requires transparency in its establishment, so that the people of the organization know what the objective to attain is, know and be clear on their duties and what they can aspire to within their organization. That is to say, plan a clear career path that is adopted to the organization to allow the mobility of workers. In this way, the satisfaction and fulfillment at work would improve, and noticeably increase work performance.
Transparency and authenticity of business is key to retaining and attracting talent to the social dimension that is starting to envelop them.
Reactivate the collective intelligence in those hierarchical companies where decision-making is unidirectional and possible to assess alternative ways not previously appreciated, improving results thanks to the use of social technology available in the current knowledge era. This organizational culture must fit with its environment, maintaining a human resource policy that enables organizational transformation and allow self-management to improve response facing the market. It is primarily important to apply these changes in depth in order to guarantee that the company will not become a house of cards with little solid pillars. And that’s where the transparency and clarity of a sound human resources policy will ensure the good climate and organizational performance based on knowledge.
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