Dr. John Psarouthakis, Executive Editor, The Business Thinker; Founder and former CEO JPIndustries, Inc., a Fortune 500 industrial corporation.
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The new entrepreneurial company will not be the only locus for major changes in organizational sub-culture. We are already seeing dramatic changes on the manufacturing shop floor of companies that are literally decades of years old. The new computerized technologies, the existence of internal networks of information exchange, as well as the advent of telecommunications technology, has made the old hierarchical and function-based organization obsolete. The new manufacturing plant or enterprise is becoming much “flatter”, with significantly more interaction across previously separate functions and groups. There has began to give much more power to groups such as work teams, where managers play more of the role of facilitator and liaison with other units, as opposed to parent or king.
This new kind of organizational culture should be able to respond more effectively to rapid changes in products, tooling, and the ever-increasing demand for quality and low cost. It should also be obvious that much of the actual work in this new environment will be intellectual work, as opposed to actually putting a toot to a piece of material. There would be much more planning, monitoring, and coordination, as opposed to manual work.
I invite you to go to a highly competitive manufacturing company in your own country, one that has a reputation for market responsiveness and rapid technological change, and you will see many of the aspects of the new organizational culture which I have briefly described. These know no international boundaries and are found around the world.