Autor nawi\u0105zuje do epoki socjalistycznej w Polsce w latach 80., gdzie pe\u0142ne zatrudnienie i r\u00f3wne zarobki maskowa\u0142y organizacyjn\u0105 nieefektywno\u015b\u0107 i nisk\u0105 jako\u015b\u0107 produkt\u00f3w. Rysuj\u0105c paralele ze wsp\u00f3\u0142czesnymi korporacjami, tekst argumentuje, \u017ce wiele firm boryka si\u0119 z podobnymi problemami: ogromny wysi\u0142ek bez jasnego kierunku.<\/p>\n
Centralnym problemem jest to, \u017ce zespo\u0142y skupiaj\u0105 si\u0119 wy\u0142\u0105cznie na w\u0142asnej pracy, nie rozumiej\u0105c szerszego kontekstu organizacyjnego. Zmiany wprowadzane w izolacji zawodz\u0105, poniewa\u017c \u201ez\u0142o\u017cono\u015b\u0107 organizacji i wzajemne zale\u017cno\u015bci w jej obr\u0119bie sprawiaj\u0105, \u017ce takie izolowane zmiany s\u0105 niewystarczaj\u0105ce\".<\/p>\n
Trzy fundamenty skutecznego systemu zarz\u0105dzania<\/strong><\/p>\n Much like Poland during the socialist era\u2014and even today in certain companies and teams\u2014tremendous effort is invested in delivering results. Many people work on numerous tasks, often stretching themselves thin. Some are so overwhelmed that they \u201chave no time to load\u201d*. However, what is often missing is the big picture<\/strong>. Within our teams, we focus solely on our own<\/strong> parts of the whole. We work hard\u2014sometimes even exceptionally hard\u2014but in the end, neither the team nor the customer is satisfied. We search for reasons, wondering what went wrong, yet fail to find a clear answer. We fall short of expectations, reassuring ourselves that next time we won\u2019t repeat the same mistakes.<\/p>\n Equipped with fresh enthusiasm, we embark on a new project\u2014only to find ourselves in the same place yet again. Why did this happen again?<\/em> we ask ourselves. We did things differently this time\u2026 didn\u2019t we?<\/em><\/p>\n The answer is: Yes, we did things differently, but only within a small fragment of the system<\/strong>. We adjusted our way of working on our level<\/strong>, while the rest of the organization remained unchanged. The complexity of an organization and the interdependencies within it make such isolated changes insufficient. Modifying one piece of the puzzle does not alter the entire picture. To achieve real transformation, changes must be implemented across the entire organization<\/strong>.<\/p>\n What, then, is the right change? How should it look?<\/strong><\/p>\n Skuteczne procesy jako fundament<\/strong><\/p>\n \u2022A well-defined offering<\/strong> \u2013 Clear information about the products and services provided.<\/p>\n \u2022Explicit responsibility and accountability<\/strong> \u2013 Clearly assigned ownership at every level.<\/p>\n \u2022Smartly designed processes<\/strong> \u2013 Well-structured workflows that align with business needs.<\/p>\n In socialist Poland, everything belonged to everyone. A noble idea in theory, but in reality, it led to a lack of care and poor quality. If something belongs to everyone, then in truth, it belongs to no one.<\/strong> In theory, everyone cares about it, but in practice, no one feels personally responsible for the product.<\/p>\n This phenomenon is still visible in modern corporations<\/strong>, particularly in large organizations employing thousands of people. When unclear responsibilities, a lack of accountability, and misinterpreted agility<\/strong> come into play, they create the perfect recipe for poor-quality products or outright failure<\/strong>.<\/p>\n One might say: Let\u2019s define responsibilities and accountabilities as soon as possible, and we will succeed!<\/em> Hard to disagree\u2014but reality is never that simple. To make people accountable and responsible, we first need to define what they should be accountable and responsible for<\/strong>.<\/p>\n To do that, we must first correctly identify all the products<\/strong> being delivered within the organization.<\/p>\n And here lies the challenge: Products are not just physical goods sold to external customers.<\/strong> Products also include all types of services<\/strong>, delivered both externally and internally.<\/p>\n At this point, many of you might think: I already know this!<\/em> or This isn\u2019t new!<\/em> And I agree. The real problem arises when we start asking people within the organization what products they are actually working on<\/strong>.<\/p>\n \u2022What is the product of the HR team?<\/p>\n \u2022What is the product of the Quality Office?<\/p>\n \u2022What does Business Operations produce?<\/p>\n \u2022What does the Product Office create?<\/p>\n The answers might surprise you. Often, people do not<\/strong> know what they are delivering or who their actual stakeholders or customers are.<\/p>\n Clearly defined products<\/strong> i named customers<\/strong> must be the first step<\/strong> in structuring an effective organization. No one<\/strong> in the company should be unclear about their product and its value to the organization. Every department\u2014R&D, HR, Quality, Sales, Marketing\u2014must have a defined product portfolio<\/strong> targeted toward a specific customer. This is especially critical for support teams<\/strong>, whose primary output is internal services rather than physical products.<\/p>\n Once we have clarity on who produces what<\/strong>, we can then evaluate whether these products add value to the business. Do some need to be retired? Should new ones be introduced? And finally, with this knowledge, we can establish relationships within the organization and clearly assign accountabilities<\/strong>. In other words, we can implement smart processes and operating procedures<\/strong>.<\/p>\n It all sounds so simple\u2026 but as always, the devil is in the details<\/em>.<\/p>\n Creating smart processes<\/strong> is never easy. It presents challenges and often meets with natural resistance to change<\/strong>. Smart processes cannot<\/strong> be imposed from the outside\u2014they must be a collective effort<\/strong> of those who will use them. They need to consider multiple factors:<\/p>\n \u2022Cultural differences<\/strong><\/p>\n \u2022Business domain<\/strong><\/p>\n \u2022Company history<\/strong><\/p>\n \u2022Problems these processes are meant to solve<\/strong><\/p>\n Each process must have a\u00a0clear purpose<\/strong>\u00a0with well-defined\u00a0inputs and outputs<\/strong>.<\/p>\n Only then can we establish meaningful\u00a0dependencies<\/strong>\u00a0between them.<\/p>\n A combination of product knowledge (including services), well-defined processes, and clearly assigned responsibilities and accountabilities<\/strong> forms the foundation of an Effective Management System<\/strong>.<\/p>\n But is such a system enough to deliver great products?<\/strong><\/p>\n Of course not\u2014many other factors come into play. However, this is an excellent starting point<\/strong>. With this foundation in place:<\/p>\n \u2022Product teams<\/strong> will be fully equipped to deliver their products and services on time and on schedule<\/strong>.<\/p>\n \u2022Managers and leaders<\/strong> will have the necessary insight to make informed decisions and steer the organization in the right direction.<\/p>\n \u2022Customers<\/strong> will receive products that solve their problems and provide real value<\/strong>.<\/p>\n —<\/strong><\/p>\n There is an old Polish joke:<\/strong><\/p>\n A construction site is buzzing with activity. One worker frantically runs back and forth, pushing an empty wheelbarrow. He appears completely exhausted.<\/p>\n A curious passerby stops and asks:<\/p>\n \u201cWhy are you running around with an empty wheelbarrow?\u201d<\/strong><\/p>\n The worker sighs, wiping his brow.<\/p>\n \u201cOh, don\u2019t even ask\u2026 I\u2019m so busy, there\u2019s no time to load it!\u201d<\/strong><\/p>","protected":false},"excerpt":{"rendered":" Autor nawi\u0105zuje do epoki socjalistycznej w Polsce w latach 80., gdzie pe\u0142ne zatrudnienie i r\u00f3wne zarobki maskowa\u0142y organizacyjn\u0105 nieefektywno\u015b\u0107 i nisk\u0105 jako\u015b\u0107 produkt\u00f3w. Rysuj\u0105c paralele ze wsp\u00f3\u0142czesnymi korporacjami, tekst argumentuje, \u017ce wiele firm boryka si\u0119 z podobnymi problemami: ogromny wysi\u0142ek bez jasnego kierunku.<\/p>","protected":false},"author":7,"featured_media":50031,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[49],"tags":[],"class_list":["post-5","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-process-management"],"blocksy_meta":[],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts\/5","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/comments?post=5"}],"version-history":[{"count":0,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts\/5\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/media\/50031"}],"wp:attachment":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/media?parent=5"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/categories?post=5"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/tags?post=5"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}