Ever since the COVID-19 outbreak, I see CEO’s and managers struggling to adapt. In line with the expected behavior when businesses get confronted with sudden change and disruptions to their supply chain and ways of working together
Businesses suddenly realize that they are not as flexible and robust as they once thought. The cognitive dissonance is slowly disappearing, making room for authentic, honest, and raw reflection. I think a critical review of our business models was overdue in any case, so this may be a golden opportunity in disguise.
I am genuinely amazed by the number of companies that never experimented with concepts of remote working or sudden macro-factors that could endanger their business. Many businesses suddenly have to resort to “remote work experts” and external IT-experts to let their business operations continue from inside the quarantine zone, also known as their homes. The sudden stress I observe within many businesses is a clear sign to me that they strongly lack behind in being prepared for the rapidly changing world of today.
In times like these, I often reflect on how Holism could help. Luckily I see I am not alone on this pioneering journey. New and refreshing consulting firms are rising from the ashes, and they are also looking at new ways of doing things. I am happy to see some actual progression in the industry. The time of fixed models and static strategies is over, whether you believe it or not.
The old dictatorial archetypes of rulers on top and obedient employees at the bottom are slowly going extinct, making room for autonomous, harmonious teams with proper feedback loops. More boardrooms wake up and see there is a better way. By giving people more room for personal growth, responsibility, and autonomy, companies will eventually create a synergy that benefits both the employees and stockholders simultaneously.
I believe the only way forward for businesses is using a highly-adaptive, tailored, value-driven approach with a strong focus on how people learn, interact, and perceive. We need strategies that are made for teams to accomplish the bigger vision of the organization and models that continuously change like living organisms, leaving intentional space to experiment, fail, reflect and grow— Ultimately transcending to a state of continuous improvement and innovation in the entire structure of the organization.
In most companies, the “vision” or “mission” is often just an ‘about’ page on their outdated corporate website with some fuzzy words and empty promises. I firmly believe that companies should not only write about changing the world to seem generous. Instead, they should re-build their organizational structure from the ground up and build it on a strong pillar of authenticity, values, and beliefs that act as a motivational matrix of synergetic collaboration throughout the entire organization.
When looking at this current corona epidemic, it becomes abundantly clear how many businesses don’t even have the cash flow and reserves to outlast even a few weeks of bad weather. Strong evidence for this claim is in the number of people filling out applications for COVID-19 relief funds initialized by governments around the world. Stimulus packages are a beautiful and necessary thing for some entrepreneurs. However, it is also important to remember that these “government aids” are covering up the real reason for some businesses that are in crisis. Those businesses have been in a weak position long before this crisis hit them. Many companies should have a long and hard reflection on the actual value they provide to their customer base and ultimately to the world.
Many business problems are the result of symptom relief strategies instead of fixing the root cause. Quick-fix, bandage solutions are still the norm when I dive into organizations. Furthermore, I notice that many CEOs and managers see their organization as compartmentalized boxes that ultimately creates the entity they call their organization. This way of thinking is the wrong approach for many reasons. It is clear to me that many people within organizations are unable to connect the dots. Synergetic possibilities and patterns that can truly revolutionize organizations exist almost anywhere. With a keen ability to see and understand these patterns, I firmly believe in the incredible power of Holism, tweaking all crucial factors resulting in incredible results for the organization as a whole, an approach never tried in the first place.
One thing to learn from this crisis is that the unexpected can always occur. Sudden shifts in work environments and how we work are still possible.
I wholeheartedly believe in the concepts of low overhead, automatization, and flexibility. Fluid, lean structures often crumble into pieces when organizations scale. It seems that excessive organizational growth often results in strict patterns, policies, and rules being crafted and implemented. This policy is suffocating thriving businesses in the long run. Psychological evidence also suggests that once we’ve hit the magic number of 150 people, it is nearly impossible to have a capable team. At this point, we can no longer oversee the big picture and interconnectedness of work relationships.
I was never more ready to implement my holistic model and vision into organizations around the world, based on a blend of experience, cutting-edge science and world-class business strategists, psychologists, and a limitless supply of creative and innovative thinking.
I am aware of the complex decisions involved within organizations and the risk of being viewed as nuts and overly optimistic. I do not believe in the holy grail; however, I genuinely feel our holistic model can revolutionize organizations around the globe. As we continuously improve upon the core concepts and details, I believe it can make even more profound shifts possible for those who embrace a limitless view on what is possible in this life.