Future Potential Organizations Part 2. Leadership & Organizational Development Concerns

Abstract

THE AIMS OF THE PAPER

In the first part of our study, we introduced the concept of future potential organizations, and the specificities of change management in order to achieve future potential embedded into a management paradigm shift. Future potential organizational functioning requires the following 3 paradigm shifts: 1. The primacy of the common good over the interest of the company. 2. Not to think in terms of an organization, but to take on the role of a synergy broker. 3. Maximum empowerment, even self-management. In this closely related paper addition to the conclusions derived from the literature review, we have made an attempt to redefine the organizational development challenge and the respective responding toolkit that can help organizations seeking to become future potential in an increasingly unpredictable and rapidly changing world to find the path to development.

METHODOLOGY

Synthesis of our decades of experience as organizational development consultants in various sectors of the domestic and international competitive industry as well as in non-profit fields, and of conclusions deriving from continuous consultations with the circle of consultants working according to the Reinventing Organizations paradigm.

MOST IMPORTANT RESULTS

The necessary paradigm shifts need to be carried out in a highly volatile, unpredictable and fragile VUCA (volatile, uncertain, complex and ambiguous) and BANI (brittle, anxious, nonlinear, incomprehensible) (Cascio, 2020) world and market environment with a lot of uncertainty and anxiety, fraught with contradictions and increasingly unclear complexity. The turbulent environment, the adaptation that sometimes requires rapid changes in direction – and at the same time the performance pressure – places significant overload on organizations, they do not have the time and resources for large, comprehensive development processes lasting long periods of time (del Pilar Barrera-Ortegon et al. 2024). Therefore, it is necessary to proceed step by step, speed up many things, show success already in the short term, constantly paying attention to where the limits of their capacity lie (Makarenko et al. 2023).

RECOMMENDATIONS

In this turbulent environment, the desired goals can be achieved with an agile, sustainable organizational development method that thinks in sprints, where at the end of each sprint series a new intermediate state must be created that shows immediate results, as they give faith and resources for the next stage; is self-sustaining, as we may not be able to move on to the next station immediately; consistently leads towards the set of goals set out in the vision.

We propose the 3 basic organizational development procedures described before, which provide a paradigm shift with a completely different approach from the previous operation and lay the foundation for the future potential organization.