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Headwind can be stubborn

Organisational development is not for weaklings

The process of restructuring the TELE organisation has been ongoing for years. Enough time to allow all employees here to digest everything that is happening. Everyone is a manager, everyone takes personal responsibility, and cooperative teams develop innovations off the cuff, right?

Yes… and no.

Reorganising a company from the ground up, as we have done, lends itself to learning and pushing limits. We try things and make mistakes along the way. Many things work, but somehow in the midst of our euphoria we fail to notice the rifts in our company. Rifts between the old TELE and the new TELE.

While many of us here embody the philosophy of the new TELE, there are still those who are holding out. Those who resist change. Who wish to do things the way they have always been done. People who are not confident in expressing their opinion, those who would rather stonewall and mope around. But why?

Every day, enthusiastic, communicative employees relay to the media, other companies, and anyone who wants to listen how we work and why it is so great. Nevertheless, the message of an open, self-determined, and cooperative company tends to get forgotten internally. Or it is greeted with smiles and nods, yet business continues as usual. When not everyone falls in line, the process becomes bogged down and the energy that is reserved for innovation is spent instead on fighting a losing battle. What to do? We are not yet entirely sure ourselves, but we do have a few ideas that you should definitely take into consideration if you are wishing to live a new philosophy in your company.

  • Be euphoric, but be ready for some dry spells. Just because you are excited about something does not mean that others will be so quick to take interest.
  • Explain everything to employees. And once you have done so, explain it again. And again. And then allow them to explain it themselves. Good communication is at the core of every change process.
  • Top-down communication is insufficient. Make sure that change is fun, that it becomes the topic of internal and external discussion, until everyone understands the “why” and the “when” and begins to identify themselves with it. Media reports, games, and special events are helpful.
  • Not every employee is comfortable with an open, self-determined organisation. Sometimes it is best to part ways.


Lessons Learned

  • Be euphoric, but be prepared for droughts.
  • Explain everything to employees. Over and over.
  • Top-down communication is insufficient.
  • An open organisation is not for everyone.
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