netrashetty
Netra Shetty
BearingPoint (parent company: BearingPoint Europe Holdings B.V.) is an independent management and technology consulting firm. Following a post-bankruptcy management buyout in August 2009, BearingPoint has been operated by its European management team and is organized as a partnership. BearingPoint is a European-based company, but operates with a global reach.
CEO
Peter Mockler
France & Benelux
OC
2
Sales & Marketing
Patrice Henry
Commercial Services
HWW
Financial Services
MN
France, Sales & Marketing
TL
Using the different interventions or methods of Organizational Development, both the employees and the management would become aware of the current culture of the organization, thus, enabling them to realize its inefficiencies. In this stage, the emphasis must be on communicating individual, group, and organizational benefits, and the changes in its culture that must take place to achieve such objectives. This can ignite a positive attitude in the minds of employees towards change initiative in the company (2004). Through the different methods, the company must be able to see that once employment enlargement and enrichment is done, teamwork and cooperation among employees would be emphasized. As the culture is sustained through proper selection (2003) it must be seen that employees who are capable of aligning into the new culture shall be selected. Top management support is crucial as resources must be committed and reward programs must be designed to enable employees to exhibit strong norms that prove the shift to the new culture.
organizational structure to a flat organizational structure, thus, increasing the dissipation of information through effective communication. Expanded span of control shall make teamwork more effective as employees turn to one another rather than depending on the supervisors always, as is the case existing in the company. Once the change is initiated, the managers can focus more time on planning rather than dealing with other details. In addition, the use of the matrix structure results to cross-functional integration, which creates lateral communication channels not available in the classical bureaucratic form of organization, improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups, and creates self-contained task teams focused on a specific, finite project (1992). In this regard, it can be perceived that this form of organizational structure would be able to provide solutions to the problems in terms of the structure of the organization
Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.
Failure provides a great learning opportunity and should be viewed as a very lifeblood of success. "If you give people freedom to innovate, the freedom to experiment, the freedom to succeed, then you must also give them the freedom to fail. According to Deepak Seethi of AT&T, the organization of tomorrow will demand mistakes and failures. It is only by trying lots of initiatives that we can improve our chances that one of them will be a star."2
Failure as a Stepping Stone To Success
Noble Failure vs. Stupid Failure
Charles Schwab is a world's leading financial services firm. The company revolutionized the way stocks are bought and sold. David Pottruck, a former CEO of Charles Schwab, says: "The idea that failure is okay is ridiculous. I am not going to go around the company and reward someone for failing. But here at Schwab we differentiate between noble failure and stupid failure."
The more you fail, the more you succeed. You learn from taking action, from your mistakes, from feedback, from getting going.
As Alfred P. Sloan, the man who made General Motors the largest and most successful and profitable industrial enterprise in the world, puts it: "Life itself is a process of trial and error... And those people who make no mistakes are those who make nothing."
All you do by not letting your people fail is postpone the growth of your business
CEO
Peter Mockler
France & Benelux
OC
2
Sales & Marketing
Patrice Henry
Commercial Services
HWW
Financial Services
MN
France, Sales & Marketing
TL
Using the different interventions or methods of Organizational Development, both the employees and the management would become aware of the current culture of the organization, thus, enabling them to realize its inefficiencies. In this stage, the emphasis must be on communicating individual, group, and organizational benefits, and the changes in its culture that must take place to achieve such objectives. This can ignite a positive attitude in the minds of employees towards change initiative in the company (2004). Through the different methods, the company must be able to see that once employment enlargement and enrichment is done, teamwork and cooperation among employees would be emphasized. As the culture is sustained through proper selection (2003) it must be seen that employees who are capable of aligning into the new culture shall be selected. Top management support is crucial as resources must be committed and reward programs must be designed to enable employees to exhibit strong norms that prove the shift to the new culture.
organizational structure to a flat organizational structure, thus, increasing the dissipation of information through effective communication. Expanded span of control shall make teamwork more effective as employees turn to one another rather than depending on the supervisors always, as is the case existing in the company. Once the change is initiated, the managers can focus more time on planning rather than dealing with other details. In addition, the use of the matrix structure results to cross-functional integration, which creates lateral communication channels not available in the classical bureaucratic form of organization, improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups, and creates self-contained task teams focused on a specific, finite project (1992). In this regard, it can be perceived that this form of organizational structure would be able to provide solutions to the problems in terms of the structure of the organization
Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.
Failure provides a great learning opportunity and should be viewed as a very lifeblood of success. "If you give people freedom to innovate, the freedom to experiment, the freedom to succeed, then you must also give them the freedom to fail. According to Deepak Seethi of AT&T, the organization of tomorrow will demand mistakes and failures. It is only by trying lots of initiatives that we can improve our chances that one of them will be a star."2
Failure as a Stepping Stone To Success
Noble Failure vs. Stupid Failure
Charles Schwab is a world's leading financial services firm. The company revolutionized the way stocks are bought and sold. David Pottruck, a former CEO of Charles Schwab, says: "The idea that failure is okay is ridiculous. I am not going to go around the company and reward someone for failing. But here at Schwab we differentiate between noble failure and stupid failure."
The more you fail, the more you succeed. You learn from taking action, from your mistakes, from feedback, from getting going.
As Alfred P. Sloan, the man who made General Motors the largest and most successful and profitable industrial enterprise in the world, puts it: "Life itself is a process of trial and error... And those people who make no mistakes are those who make nothing."
All you do by not letting your people fail is postpone the growth of your business
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