Translated from 日本語 • View original My virtual mentor, Jack Welch, has this to say about speed: "In business, faster is better than slow."
I am writing a blog in the Jack Welch quote series, so if you are interested, please read this as well.
This time, I would like to write about the traps of organizations that hinder speed.
Before we get into the main topic...
The new coronavirus has completely changed the "way of working" in the world. A lot of work has been done remotely and online.
When I myself first started working from home by default (March and April), I felt that it was very easy to commute without going to the office.
Regarding communication, which I was worried about not meeting in person, I thought, "If I want to talk, I can video conference immediately."
However, after working remotely for more than half a year, I began to feel more stressed.
Video conferencing as soon as I wanted to talk was not as easy as I thought.
In the end, you have to check the other person's schedule before calling. And even if you call because you think it's okay, it doesn't connect at all.
**It's stressful. **
Maintaining relationships online is also like being scraping down on relationships that you have built in real life.
In order to solve these problems unique to online as much as possible, Karakul has created a "chat room" for video conferencing.
Anyone can enter the room at any time they want.
You can chat with the people there, and there are people who are just working hard while listening to everyone's keyboard sounds and chatter.
By the way, I am writing this manuscript in that room now. There are 5 people in and 2-3 people talking, so I do it with that in the background.
"Organization and speed" talked about in the chat room
When I said in the online chat room, "I don't have any blog material for next week," a member who recently joined the company said, "It's good to be insanely fastThat's right. Why don't you write about it?" He said something happy.
Many organizers realize that speed is critical to business, needless to say to Jack Welch.
However, in most organizations, on the contrary, things often happen that do not allow you to speed up.
"At my previous workplace, there were a lot of things that didn't let me speed up anyway, so it was stressful," he continued.
It is true that Karakul has a philosophy of completely eliminating or reducing systems and systems that hinder speed, so things move overwhelmingly faster than ordinary companies.
Eliminate waste, not speed up
Specifically, I would like to introduce what I am doing to increase speed.
When I started thinking about it, I realized that I had been working on reforming the "bad" system that slowed down rather than "speeding up" and creating a system that did not slow down, that is, "eliminating waste".
For example:
・Reduce the number of approvers
The rule that the so-called approval document is made by one person. I wrote on my blog before.
⇒ two sticker rules, drastically reduce work for the company and talk on the spot as much as possible.
What is easy to talk about is to gather people on the spot and talk. Recently, we have become online, so for example, when the range of content we were talking about at the beginning expanded, we would have a meeting while adding more and more people in the middle.
・Do not adopt majority vote
Karakul is run in a very democratic atmosphere, but when something important is made, the leader involved in the matter decides. This results in very clear and fast decision-making.
Leaders are required to discuss with members who can make decisions and gather information before then, rather than adopting a majority vote.
By the way, I have written about decision-making that does not adopt majority rule, which I have been doing as a leader, in the following blog.
⇒ Until a bari flat is created (3) - Reform cannot be done by majority vote ~ ・Stop meetings that only "explain and understand" the reviewer "Reporting to low-literacy bosses" is done in many companies. There are no such meetings in Karakul.
In the review of Karakul, we discuss from the perspective of whether people with a certain level of literacy can contribute to each business. Of course, people who only comment are not eligible to participate in the review.
・The corporate does not hold back the business side
A common pattern in ordinary companies is that "the corporate department says troublesome things and wastes more work." As a major premise, there is no "meaningless and troublesome work" in Karakul.
However, even if it is a carakuru, it is "meaningful and troublesome".
For example, work to maintain the company's credentials and introduce new security standards must be done even if many people think it is troublesome.
The difference between a normal company and a carakuru is that the person in charge of the corporate is super cooperative in reducing the burden on the people who are doing business. It means.
This is also the opposite, and it is one of the very important ways of thinking to eliminate the vertical thinking that "that's their job".
"Speed up" can be done by any company if possible
How about an initiative to increase the speed of Karakul?
If you make up your mind, each one will not be difficult. I would appreciate it if you would like to incorporate even one of them.
▼Free online seminars recommended for those who want to reform into a speedy organization are also being held!
