Problems of an organization – cooperation killers
In the course of our professional lives, we have repeatedly encountered situations that hinder value-creating collaboration. Often these problems (cooperation killers) are known and are also actively dealt with by the companies. However, in most cases only the symptoms are tackled, not the actual causes.
Below are some examples of typical cooperation killers in companies, all of which can be solved with the right questioning and root cause analysis. If these are eliminated, then space is created for fun at work, and work once again makes real sense.
Do one or more statements sound familiar to you? Or do you have the feeling that you could end up in one of these situations in the future? Then we should talk!
Because work should be value-creating, meaningful and sustainable.
We could introduce new products much faster if we were not dependent on the cooperation of other departments (silos). In addition, the other departments lack reference to the problem we have to solve as a team.
Long Decision-making Paths
Our decision-making paths are far too long. By the time our team has received all the funding it needs and decisions are made, our customer has long since moved on to the competition.
Pointless Process Satisfaction
We have to satisfy processes (reports, approvals, planning…) that do not add any value to our actual business. The time it costs us to deal with this could be used much better elsewhere.
Meetings, Meetings, Meetings
Our speed and flexibility suffer because more and more people have to coordinate. Meetings are often scheduled at short notice, poorly prepared, and far too many participants are invited. The majority of participants are just doing their time in the meeting.
No Time for Innovation or Improvement
We actually have enough ideas for improvements or innovations… But all that remains in the drawer, because…
Well, why is that?
Lack of Focus
We try to work on too many projects in parallel, try to keep too many “balls in the air” at the same time. We even start projects earlier to keep the timeline. Nevertheless, it always gets hectic at the end of a project and often the delivery date has to be pushed back.
Not Taking Responsibility
Employees hardly ever take responsibility on their own. Often, this only works on the basis of instructions, and only very rarely on a voluntary basis. Instead, there is a call for process clarification or description of responsibilities.
Why is that?
We are engaged with ourselves
We deal far too much with internal topics, e.g. employee interviews, career paths, incentives, roadmap and budget planning….
Our customers and their problems fall by the wayside.
Frustrating Change Projects
Another change project is launched with the best of intentions. But somehow the employees don’t really go along with it. This leads to frustration and disappointment on the part of the project initiator. Often, either nothing changes at all, or the change is enforced by “command & control”…