Whether as a result of the existing organizational structure, decision-making processes or simply by inaction, medium and large companies are growing (when) at a slow pace, while smaller organizations, such as start-ups, are growing exponentially.
Heavy organizational structures with too many layers continue to be a reality in today’s organizations. These structures have negative impacts in team motivation and prevent new solution and opportunity design proactiveness.
The existing distance between the decision-makers and the shop floor teams reduces the chance of good ideas even being presented, and, of the ones that strive this long journey, many will die simply because fear of change along the management chain.
Decision-making processes, how often, a team or person, suggests a particular solution or opportunity and when presenting it, faces a response like “the legal will not allow it.” or “have you already consulted compliance” They just won’t accept it”?
Rather than promoting the idea and encouraging the team, managers excel at presenting problems instead of investing in pursuing that idea, particularly by promoting “trials” to demonstrate the feasibility and value of the idea or solution.
Inaction, contrary to human nature, which tends to be exploratory. Most organizations are living daily with the inaction of individuals who fear “change”, the reaction from their leaders, among others. Teams simply wait for instructions, and when questioned about why they do not present solutions, they respond “It is now up to me. It is up to the leadership to do it”.
These characteristics, even in different proportions, affects most organizations we encounter and have worked with over the years. The symptoms may vary, but we can certainly observe commonly a low sense of ownership, demotivated teams and high staff turnover.
The workforce has also changed organizations, but at a much slower pace, and as a result, these organizations face significant challenges in retaining their talents. This is not only due to salary attractiveness but mainly because of the feeling of frustration among those who perceive the organization as stagnant and lacking opportunities for growth and recognition.
Organizations need to reinvent themselves, creating new and more functional structures, bringing the different layers closer together. Recognition models that are valid for the entire organization, simplified decision-making, team empowerment to take risks and try new ideas, as well as the courage to take action, are paramount.
The extensive experience of our team will be a valuable ally to your organization in this much needed transformation and change management.
A leader who values himself today has in his lexicon, a wide set of words (famous buzzwords), constituting an interesting argumentative of evident professional updating and performance of his company. (mais…)
In the Pharmaceutical industry, it is not solely about implementing new methods, it is also about using confirmed solutions and approaches to improve quality, reliability, reproducibility and reducing waste.
We help our client companies improve the performance of their operations and businesses by transforming their organizations: by mobilizing and motivating teams, structuring processes and practices, and managing by business metrics. (mais…)
Companies live in a fast-paced transformation environment, where customers push change and innovation at an “unconventional” speed and the established Product Development Process (PDP) methodologies are being challenged to meet this new reality.
How is your organization dealing with the constantly changing scenarios in their decision-making process? Do you have timely and reliable information to evaluate different scenarios and anticipate the impacts of your decision?
In these troubled times, Retail is having to contend with the transformation challenge at a faster pace – location, aggressive pricing and massive (undifferentiated from compettion) campaigns are no longer enough to make a difference.
With both an optimistic and realistic approach about the new challenges to come, @João Lima, Implementation Manager at Voltarion says: “What comes next depends on us and how we are going to take steps to adapt and evolve”
This pandemic is challenging people and companies around the globe, but Nuno Falé, Implementation Manager at #Voltarion believes that “we should still look at it as an opportunity: to rethink processes and practices, HR policies, working tools and the introduction of new technology. We must innovate, take a different approach and seek to make it profitable for all parties. “
Our unique methodology comprises steps for business analysis at the point of execution, aligned with proven successful principles for sustainable and results project delivery and strict control and governance along the execution stage. (mais…)
Since I joined Voltarion I have been experiencing different challenges, achieved some outstanding results but mainly I have managed to create good professional friends and have lots of fun.
The most exciting thing about my job is how we can generate new knowledge in close collaboration with our clients to develop people, management systems and processes. It is all about the implementation of smart solutions to deliver bottom line results, and above all enjoy the journey.
For me, being part of Voltarion is belonging to an outstanding team that is always aiming for bigger challenges.
In my opinion, Voltarion has the best framework for anyone’s professional development: a strong customer-focused environment that is always motivating teams to raise the bar in terms of generating value for their customers, quickly understanding their needs, translating their needs to tangible goals and achieving those goals in a short time frame.
From day one working at Voltarion, I felt empowered and motivated to face a new challenge, to improve my skills and to reach the next milestone for our team. The responsibility and the commitment are extremely high, but being able to have fun while I work makes it so much better.
Alongside other Voltarion team members, who are always happy to lend a hand or share advice, I have been able to become a valuable member of this team and provide excellent service to the customers that depend on us and trust us to get things done.
Paulo Mateus, Implementation Manager at #Voltarion, discusses this topic and has a piece of advice for companies that are considering increasing the number of robots and the amount of AI technology in their work streams: they should pay serious attention to the three key components of process improvement, which are Technology, Processes and People.
With Voltarion’s Complex Sales handling approach, selling organizations will be able to view the entire business through one structured lens, push back resource-intensive deals with little chance of succeeding and to improve the chances of closing big deals. 📈🔝
Do you want to find out more about how we improved the special assistance to Passengers of Reduced Mobility (PRM) at an airport operator? 🛫 Read the full article bellow to know the details of another successful strategy implemented.
Since her first interaction, Cláudia understood how committed Voltarion was to “offer the highest level of service to their customers and employees” and how the company would enhance her career development.
Paulo Saldanha Santos, Partner at #Voltarion, compared this experiment with the reduction of working hours from 40 to 35 in the Portuguese civil service and wondered if it worked in the same way for Portugal.
From Paulo André Carrero Cardoso’s perspective, teamwork is a must to achieve success and longevity for Voltarion. According to Paulo, “every day we are confronted with new and challenging projects, for which we can always count on several colleagues who already have extensive experience in the operational implementation arena”.
According to Joao Currito, Partner at Voltarion, “you can not implement sustainable transformations without developing and empowering people.” For that, Voltarion has developed a middle management development program that supports organizations in achieving sustainable operational results.
To Diogo Fortes, Implementation Manager at Voltarion, “the professionalism, respect and collaboration within the team – in pursuit of operational and transformation improvements for Voltarion’s customers – make each workday a rewarding and enriching challenge.” #YourProfitabilityPartner
A visão da Voltarion sobre o desempenho das organizações através do desenvolvimento das competências do middle management, publicado na edição em papel da revista Store de Abril-Junho 2019. Um artigo do nosso Implementation Manager Paulo Mateus sobre a importância deste tema no Retalho. #Voltarion #Lideranças