What problems do we tackle? And how do we handle that?
Which problems do we tackle?
PROBLEM 1: Your employees do not feel involved
Research into the evolutionary and innovative power of companies showed that the greatest challenge for companies lies in getting and keeping employees engaged and involved.
Does not feel involved
Is disconnected from the organization
Is in risk of a burn-out
PROBLEM 2: your organisation drowns in bureaucracy
For example, in a global study by CB Insights, 677 corporate executives indicated there are four main causes that are slowing down change and create a lack of innovation:
Slow decision processes
Silo structures<br />
Lack of ownership
What can Hifluence do for your company?
Hifluence specialises in designing a flexible, learning organisational context that is capable of constant regeneration. In this context, employees themselves drive innovation through interconnected self-managing systems and techniques.
The 7 practices of Hifluence
#1 We break up one huge company into flexible, entrepreneurial and modular units
Why: silos, entities and monocultures make a company vulnerable to disruptive competitors and stand in the way of new opportunities.
How: We create small modular units that are smoothly replacing the traditional company structures as we know them. There are three types of teams:
- Transforming teams: a market-oriented team, focused on innovation within their existing business model.
- Incubating teams: completely new teams that focus on new opportunities.
- Supporting teams: delivering products and services internally, supporting the above-mentioned teams.
Result: highly diverse and coherent teams of up to 15 people. They make their own decisions and operate within a framework set by non-negotiable rules.
#2 We transform employees into owners
Why? Research already proved it: profit sharing or autonomy in itself has no impact on the company’s turnover. But do you choose the combination of the two? Then the involvement is no less than 50% higher.
How? We implement clear structures and consultation processes. These stimulate decisiveness, increase transparency and reduce the need for control. Moreover, we formally define the freedoms of the self-correcting teams in three rights.
- Strategy: the right to determine opportunities, set priorities and enter into internal and external partnerships.
- People: the right to make decisions about hiring colleagues, align people and roles and define working relationships.
- Distribution: the right to decide on wages and distribute bonuses.
Result: We obtain a new and safe context in which we identify friction – and turn it into improvements for the entire team. In this way, real action and change will take place and innovative ideas will be conceived and tested.
#3 We transform unclear expectations into clear and ambitious goals
Why? Objectives are often set on the basis of past experiences. This only changes when something goes thoroughly wrong. A lack of support for daring thinking and acting has negative consequences for the entire company.
How? We put ambitious goals for growth and transformation on the table, and make sure that every team is driven by them. That’s how we do it:
- We get the teams to write a ‘dream-promise-value’ statement. This includes matters such as (among others) the degree of user involvement, the degree of unique customer value and the generated profit.
- We set objectives based on market statistics. In this way we encourage teams to grow four to ten times faster than the market average.
- In addition to selling products and services, we focus on building an ecosystem from scratch. arktstatistieken. Zo stimuleren we teams om vier tot tien keer sneller te groeien dan het marktgemiddelde.
Result: Each employee has a clear view of objectives – and his/her own responsibility to help achieve them.
#4 We’re going from internal monopolies to internal suppliers
Why? In most organisations, many employees work in internal monopolies (HR, ICT, …). However incompetent they may be, they cannot be evaluated by the teams they serve.
How? We leave everyone free to buy or not services from other teams/external suppliers. We draw up predefined and non-negotiable rules on margin sharing and minimum performance standards in collaboration with internal suppliers. This reduces friction during negotiations.
Result: This approach discourages mediocrity, unites around the common goal of great customer experiences and maximizes flexibility.
#5 We opt for voluntary collaborations instead of top-down coordination
Why? Large investments are often seldom synchronized. This creates even more management layers, mandates and functions. Which in turn leads to cumbersomeness, delay and fear of renewal.
How? We open up all clusters to all teams. Teams can register where they wish: teams in a similar sector – or focused on exploring new opportunities.
Result: Knowledge, investments and opportunities are shared and tackled together. Which in turn stimulates team spirit, self-esteem and involvement.
#6 We break down tight boundaries – and strive for open innovation
Why? There is often secrecy and reluctance to involve external parties in strategic matters. This closed system provides a quenching of futility and an extinction of innovation.
How? We vwill tell you all about why your organization is not a stand-alone entity, but a hub in a larger network. We talk about crowdsourcing and other ways to get prototypes validated by users – before investing solid budgets in them.
Result: Your network of external experts will help the company address challenges and pain points. In this way, problems will be put on the table faster – and feedback will be provided and recorded more quickly.
#7 We overcome resistance to innovation and opt for large-scale entrepreneurship
Why? Our companies are generally very conservative. Not ‘daring’ leads to a lot of missed opportunities – and a stagnation of growth.
How? We transform organisations into a large ecosystem of modular start-ups. We stimulate internal innovation in three different ways.
- An intrapreneur puts an idea online and asks others to contribute to the implementation of the business plan.
- An entire cluster invites internal teams and outsiders to exploit untapped potential.
- A candidate-entrepreneur presents his/her idea at business events that connect local innovators with cluster leaders and internal teams. ter nodigt interne teams en buitenstaanders uit om onontgonnen potentieel te benutten.
Result: These teams now have a solid basis in terms of entrepreneurship. They can then benefit from the company’s leverage by signing contracts with development, sales and administrative support teams.