KAZI – Slicing and dicing organisations

Leading organisations evolve into a network of cross-disciplinary, relatively autonomous “teams”
Different organisations “work” differently. In larger organisations, employee engagement is only to a limited extent linked to the overall structure. Managing employee engagement through employer branding at corporate level may not be the one-size-fits-all solution.

Proximity is a crucial factor in determining the emotional and behavioural connection between individual worker and the organisations. Teams not larger than requiring two pizza’s for lunch – dixit Amazon’s Jeff Bezos – are a much more relevant environment. Other parts of the organisation, maybe in other regions of the world or in another business segment, may not share the same dynamics as yours, or the same pattern of resource allocation. Finally, it is not because your company is a leader that your specific job must be too.

A new report by Deloitte, “Global Human Capital Trends”, based on a survey of more than 7,000 executives in over 130 countries, highlights the rise of this horizontal organisation. Rather than holding on to the vertical hierarchy of functional silos, leading organisations evolve into a network of cross-disciplinary, relatively autonomous “teams” dedicated to specific products or services offerings. The survey corroborates what US Army General Stanley McChrystal last year described in his book “Team of teams” and how the US Army’s hierarchy could still learn a thing or two from Iraqi guerilla warfare.

But teams are no panacea for human resources management. Pitfalls include the lack of effective coordination and endless meetings, motivational issues with free riders and the valuation of team leadership. Quite different management qualities are required than a typical corporate executive will feel confident to possess. Furthermore, each workplace context comes with its own differentiating values and tone of voice. How to adapt to these different environments?

KAZI believes that culture is crucial. Culture is what people are doing when nobody is looking. Building a beneficial culture in an organisation requires a continuous and consistent process of engaging with employees through all of the available touch points. This process starts already early with the recruitment and selection process. The perfect match between candidate and potential employer must already consider these “soft” characteristics.

That is why KAZI’s precision pre-selection tool goes beyond checking the box of hard data points such as college degrees, expectations in terms of remuneration. Much more is needed to install (instill) the fitting common culture in the mindset of both employer and applicants, in particular highly-educated young graduates.