{"id":26539,"date":"2023-04-25T10:08:40","date_gmt":"2023-04-25T10:08:40","guid":{"rendered":"https:\/\/www.emmaginer.com\/el-poder-de-lo-simple-3\/"},"modified":"2023-04-25T10:13:00","modified_gmt":"2023-04-25T10:13:00","slug":"el-poder-de-lo-simple-3","status":"publish","type":"post","link":"https:\/\/www.emmaginer.com\/ca\/el-poder-de-lo-simple-3\/","title":{"rendered":"El poder d\u2019all\u00f2 simple"},"content":{"rendered":"<p>L\u2019altre dia, a una de les meves sessions, una persona al capdavant d\u2019una empresa de desenvolupament tecnol\u00f2gic m\u2019explicava que la seva absoluta prioritat \u00e9s fer que el seu equip no superi les 30 persones per a mantenir la simplicitat a tots el nivells i aprofitar tot<!--more--> el potencial de contribuci\u00f3 de la seva gent. No puc estar m\u00e9s d\u2019acord amb aquesta mentalitat. A aquestes al\u00e7ades, tothom sap que la narrativa del \u201cm\u00e9s\u201d (m\u00e9s gent, m\u00e9s xifra, m\u00e9s pa\u00efsos, m\u00e9s punts de venda, m\u00e9s oficines, m\u00e9s \u2026) no sempre significa \u201cmillor\u201d i que sovint \u201ccreixement\u201d no \u00e9s sin\u00f2nim de \u201cprosperitat\u201d.<\/p>\n<p><strong>Poques organitzacions saben gestionar amb \u00e8xit el \u201cm\u00e9s\u201d. L\u2019augment de persones acaba essent proporcional a l\u2019augment d\u2019inefici\u00e8ncia d\u2019aquesta organitzaci\u00f3. L\u2019increment de la complexitat relacional, estructural i operativa (molt vinculada a l\u2019anomenat <em>n\u00famero Dunbar<\/em> del qual parlava en <a href=\"\/?p=24094\">aquest post<\/a> provoca que no es faci servir el potencial contributiu de les persones, que cada cop queden m\u00e9s limitades a tasques espec\u00edfiques i, en ocasions, altament transaccionals (molt propi del model de societat productiva del segle XX). <\/strong>A la majoria de casos, les organitzacions tiren endavant fins que arriba el moment en qu\u00e8 el <em>tetris<\/em> es bloqueja. Llavors, intenten solucionar la situaci\u00f3 a trav\u00e9s d\u2019un concepte molt perill\u00f3s a la conjuntura actual: la centralitzaci\u00f3.<br \/>\n<strong>Aquestes empreses, immerses en projectes de centralitzaci\u00f3 que impliquen implementar determinats softwares, processos, reorganitzacions, noves redaccions de <em>job descriptions<\/em> i altres coses t\u00edpiques dels anys 90, acaben tenint les seves persones m\u00e9s enfocades al proc\u00e9s de centralitzaci\u00f3 que en el propi negoci (que \u00e9s el primer que s\u2019acostuma a ressentir en aquest tipus de projectes). <\/strong>Les centralitzacions, a m\u00e9s a m\u00e9s, acostumen a fer-se amb l\u2019ajut de perfils externs que no coneixen l\u2019organitzaci\u00f3 per dins i molt menys el seu negoci, amb la qual cosa es generen una s\u00e8rie de disfuncions operatives i relacionals amb un preu molt alt (en tots els sentits).<br \/>\nQui tenim experi\u00e8ncia a empreses grans sabem que la centralitzaci\u00f3 \u00e9s una quimera. <strong>Mai no arribar\u00e0s a tenir-ho tot control.lat per un bot\u00f3, per m\u00e9s que t\u2019ho hagi prom\u00e8s l\u2019equip de consulting de torn. Al final nom\u00e9s et quedar\u00e0 un equip esgotat i desenfocat, un software del qual amb una mica de sort aprofitar\u00e0s el 50% (per\u00f2 que el pagar\u00e0s sencer) i uns processos que normalmente ajuden m\u00e9s a qui els crea que a qui els ha de fer servir.<\/strong> Un drama organitzacional.<\/p>\n<p>Quantes m\u00e9s empreses conec per dins m\u00e9s conven\u00e7uda estic <strong>que la soluci\u00f3 a la inefici\u00e8ncia i p\u00e8rdua de focus generada per un augment de mida no \u00e9s la centralitzaci\u00f3 (que mai no compensa l\u2019esfor\u00e7 tit\u00e0nic que implica), sin\u00f3 la simplificaci\u00f3<\/strong>. Actualment no sobra cap recurs i precisament el temps i l\u2019energia de les persones \u00e9s all\u00f2 que ara mateix est\u00e0 a nivells m\u00e9s baixos dins les organitzacions, de manera que no ho malgastem sofisticant m\u00e9s les coses. <strong>El cam\u00ed de la simplificaci\u00f3 comen\u00e7a per un punt molt clar: identificant sobre qui impacta all\u00f2 que faig i escoltant aquesta persona i les seves necessitats.<\/strong>\u00a0 A trav\u00e9s d\u2019aquesta escolta recullo informaci\u00f3 molt valuosa que converteixo en productes tangibles o intangibles utilitzant la meva <em>expertise<\/em> i 100% adaptats a les necessitats del seu usuari. La realitat, per\u00f2, ens demostra que<strong> a les organitzacions m\u00e9s grans \u00e9s on hi ha menys escolta. Quan la necessitat de l\u2019usuari ha creuat tot el complexe entramat de procediments, all\u00f2 que arriba \u00e9s una m\u00ednima mol.l\u00e8cula descafe\u00efnada de la necessitat real, de manera que el producte que es far\u00e0 ser\u00e0 tot just aix\u00f2, un producte descafe\u00efnat en el millor dels casos. <\/strong><\/p>\n<p><strong>Simplificar, doncs, \u00e9s escur\u00e7ar les dist\u00e0ncies pel que fa a l\u2019usuari final. Els camins per a fer-ho s\u00f3n diversos i depenen de cada organitzaci\u00f3. En alguns casos podem triar per simplificar la manera com estructurem equips: <\/strong>en comptes d\u2019un gran equip de 50 persones dif\u00edcils d\u2019alinear i de sincronitzar, \u00e9s \u00fatil crear 5 equips multidisciplinars i interconnectats de 10 persones cadascun, que funcionin com petites organitzacions (replicant el model de ciutat i barris). En altres casos, la soluci\u00f3 estar\u00e0 a <strong>posar tots els fluxes de treball al damunt de la taula, marcar en vermell les disfuncions, espantar-se, desmuntar el sistema i descobrir que la majoria de vegades n\u2019hi ha prou si treiem unes quantes capes i no cal fer res m\u00e9s<\/strong> (per\u00f2, aix\u00f2 s\u00ed, haurem d\u2019eliminar eines i procediments que, per m\u00e9s que ens hagin costat, ara ens estan perjudicant). Per a altres empreses, la soluci\u00f3 passa <strong>per fer servir un marc com\u00fa general alineat amb la proposta de valor de l\u2019organitzaci\u00f3 (o prop\u00f2sit o objectius o com se li digui en aquell cas), compartit per tothom (no nom\u00e9s pels equips de direcci\u00f3) i deixar que les persones treballin en conseq\u00fc\u00e8ncia, com adults que s\u00f3n<\/strong> (em contin\u00faa fascinant la gran quantitat d\u2019eines i procediments de \u201ccontrol parental\u201d que encara es fan servir a les empreses i que fan convertir la seva gent en aut\u00f2mates).<\/p>\n<p>En resum: <strong>all\u00f2 gran i centralitzat surt car<\/strong>. La bona not\u00edcia \u00e9s que <strong>quelcom gran, monol\u00edtic i m\u00e9s centrat en procediments pot evolucionar a m\u00faltiples unitats petites interconnectades m\u00e9s centrades a aportar valor.<\/strong> Hi ha molts camins per a fer-ho, per\u00f2 <strong>el punt de partida sempre ser\u00e0 el mateix: comen\u00e7ar tot escoltant el nostre usuari directe.<\/strong> Quan ha estat la darrera vegada que ho hem fet?<\/p>\n","protected":false},"excerpt":{"rendered":"<p>L\u2019altre dia, a una de les meves sessions, una persona al capdavant d\u2019una empresa de desenvolupament tecnol\u00f2gic m\u2019explicava que la seva absoluta prioritat \u00e9s fer que el seu equip no superi les 30 persones per a mantenir la simplicitat a tots el nivells i aprofitar tot<\/p>\n","protected":false},"author":3,"featured_media":26533,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[154],"tags":[395,494,1125,1089,851,456,1787,1821],"class_list":["post-26539","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-noticies","tag-agile-ca","tag-finaluser-ca","tag-neworganisations-ca","tag-peopleandorganisationrocks-ca","tag-powertothepeople-ca","tag-sexyhr-ca","tag-shakinghr-ca","tag-simplicity-ca"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.2 - 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