The business world we operate in today is fast-paced and intertwined.
Organizations today must have the ability to react and adapt to the changes
that occur or they could become obsolete. Due to the progressing circumstances,
Obolensky (2014) made his thoughts on organizational development very clear. He
boasted that organizational evolution equaled survival. The typical functional
silo or hierarchal organization, which we all most likely work for, is becoming
outdated. According to Obolensky (2014), this type of organization is beginning
to fail due to them being very expensive and too slow. The second stage in the
evolution of organizations is cross-functional matrices.
Compared to hierarchal silos, cross- functional matrices are
more efficient. In this type of organization, functions are spread throughout
the entire organization creating faster reaction times. Obolensky (2014) warned
that this type of organization will prosper in a vacuum that faces no external
changes, but tensions will appear as external changes occur. The company will
begin to alter organization functions in order to reduce costs, which will be
the beginning of the end for cross-functional matrices. According to Obolensky
(2014), “The trend is toward more cross-functionality and flatter hierarchies,
with more informality and enablement” (p. 22). Enter complex adaptive systems
(CAS) like a superhero to save all organizations.
Not all complex adaptive systems are the same, but they do
share some common features including informal hierarchy, the rare formal
hierarchy remains flat and is focused on meeting the needs of the stakeholders,
pronounced emphasis on personal responsibility, open communication,
underperformance is not tolerated, and clarity in the company’s processes. Like
all companies, stresses will occur in a CAS, but according to Obolensky (2014),
the pressures and strains that a CAS will face are natural and hint a healthy
evolution. One company that Obolensky (2014) listed as a CAS was Johnsonville
Foods, Inc.
Before this week’s reading and research, I did not know much
about Johnsonville Foods, other than they made delicious bratwurst. But, an exploration
into the company left me with a more informative and different view. The
evidence that Johnsonville acts as a CAS is shown in its mission statement
which reads, “Together, we will create an environment that requires each of us
to fully develop our God-given talents” (Our Culture, n.d., n.p.). This mission
statement goes along with the idea that CAS places an emphasis on personal
responsibility. Johnsonville Foods also encourages each employee to live the
Johnsonville way, which entails each employee being the best they can be (Our
Culture, n.d.). Johnsonville also
believes that each team member should be held personably accountable to live up
to their promises. Goals are set and plans are developed where each employee
will make a promise to be personably accountable to each other team member.
Obolensky (2014) stated that a CAS involves the formation of
teams. At Johnsonville teamwork is an essential part of the organization.
Johnsonville believes that employees should work together to help each other
succeed. The mention of teamwork and holding each team member personally
accountable at Johnsonville hints that hierarchy is informal, flat, or
non-existent Our Culture, n.d.).
Obolensky (2014) stated that, in general, a CAS is not a
nice place to work, but Johnsonville attempts to squash that belief. Johnsonville
not only offers traditional benefits such as great insurance, a 401K, and paid
time off, they also offer profit sharing plans which will “put a contribution
into your plan account based on a percentage of the company’s annual profits”
(Indirects, n.d., n.p.).
My current organization does not share the same company
style or beliefs as Johnsonville Foods. Unfortunately, I would classify my organization
as a traditional silo-filled hierarchal system, but I would include an asterisk
as a company suffering from an identity crisis. Most of the departments at the
college operate as a hierarchal system. My department, the finance department,
includes a lengthy chain of command. As an accountant, I report to the director
or cash management, who reports to the Controller, who reports to the Vice
President/Chief Financial Officer, who ultimately reports to the College
President. From my position, that is a dizzying view up the hierarchal ladder.
Unlike most CAS, Johnsonville included, the hierarchy at the college is neither
informal nor flat.
The college also includes many of the traditional silos
mentioned by Obolensky (2014) such as Admissions, Enrollment, Advising, Student
Accounts, and Financial Aid. But, each department (or silo) depends on
inter-department and intra-college teamwork, which is where the asterisk comes
into play. In my department, I have been asked to be a part of a team several
times. I recall once being asked to be
part of a finance-based team tasked with determining a new method to encumber
student scholarships. This team worked together for several weeks to determine
a new method and then disbanded. I have also been involved in several teams
with other departments of the college. I was once asked to join a team
including members of the department of student accounts, financial aid, the
Foundation, and accounting to develop a new process to award scholarships.
The college also consists of many committees made up of
members from various departments. Each committee or team is equally important
in reaching the college goal of helping students. The college recently went
through the process of updating to a new computer system, which caused glitches
and problems all throughout the college. My supervisor was asked to be a part
of a committee that helped develop queries to stop a glitch that would not
allow students to pay for classes online. Just like Johnsonville, the College
comes together to work as a team to create success for each employee and
student as well.
Another similarity between my organization and a CAS is the
emphasis on personal responsibility. Each month we have a departmental meeting
and the VP always says two things at some point during the meeting. First, she
talks about how blessed she is to have such a hardworking and competent staff
(or the best staff at the college as she puts it). The second message she
always works into the meeting is the importance of personal responsibility. She
wants us to see the department as a team or family, but always makes clear that
a team is only as strong as each member.
The VP of my department has also placed an emphasis on open
communication in our monthly meetings. She makes it a point to tell her staff
any vital information discussed in the president’s cabinet meetings.
So, what do I believe are appropriate actions that could be
taken by the College or my department to move towards a CAS? First, I believe
the hierarchy could be flattened. As I previously mentioned, the hierarchy in
my department is very steep and that is common all throughout the college. Since
reading about the structure that Zappos went to several years ago, I have been
enamored with holacracy. I believe thinning out the middle management and
implementing more teamwork would be a great idea to get the lower level
employees more involved with the strategy of the company. Also, I believe
processes could be less static and more flexible. I have been in several situations
where I was told this is how we have to do things. I thought to myself, there
are many other options that could be done to be successful in this scenario, so
this is not how we have to do things, it is how we choose to do things.
I believe my organization is a great place to work. The
comradery, teamwork, and feeling of
family is very strong. But, I do believe changes could be implemented to create
a greater and more successful organization. As Obolensky (2014) suggested, most
hierarchal silos eventually perish due to the cost and speed at which it
operates. It is suggested that these
companies evolve or die. Though my company shows signs of evolution, I hope it
gets the message and starts to completely evolve before it is too late.
References
Indirects. (n.d.). Retrieved from
http://jobs.johnsonville.com/why-johnsonville/indirects.html
Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.). Gower.
Our Culture. (n.d.). Retrieved from http://jobs.johnsonville.com/why-johnsonville/our-culture.html
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