netrashetty
Netra Shetty
Laserfiche is a manufacturer of document management, enterprise content management, workflow, records management, document imaging and forms capture software. [1] It is headquartered in Long Beach, California. “Laserfiche” refers to both the company and its product platform.
CEO
Danghui Liu
Chairman of the Board
Xian Ding Weng
Director
Ying Zhi Gu
Director
Guy Numann
Interim CFO
ZT
Convention has it that hierarchies hinder creativity and innovation. But why?
Also, organizational structure is resultant of many factors (logistics, history etc...) and not easy to change, so what do we do if we have a hierarchical organizational structure and want to increase creative output?
Well, hierarchies tend not to foster creativity because of factors such as multiple layers to decision makers, slow feedback systems and decision makers' lack of intimacy with local problems due to distortion of filtered information.
So one way to counter the above is to enable teams with direct links to decision makers. This simple step speeds up decision making, improves feedback systems and decision makers' familiarity with local issues.
TACTIC #1: Line Up the Ducks. Working with your contact, use the organization chart showing roles and responsibilities to map out how purchasing decisions get made. Then call upon the various “powers that be” who have official authority to purchase, according to the organizational structure and the defined roles in the buying process.
TACTIC #2: Find Another Champion. Use your technical resource to identify a group of closely networked individuals who informally make decisions, especially ones that might be contrary to company policy. Determine the unofficial leader of the network, then work with him or her to develop the opportunity, bring others on board and then close the deal.
TACTIC #3: Give a Mass Presentation. Since there are so many people involved, your best bet is to get as many decision-makers as possible into a room. Give a fantastic sales presentation and killer demonstration that hits all the bases and makes it perfectly clear that they need your solution and MUST purchase it as soon as possible.
The design, the competencies inherent as well as the technologies present in the organisation are major factors that affect the overall operations of the organisation. In this regard, these factors tend to mesh together to form a type of organisation with a unique set of qualities. For instance, there are pharmaceutical companies that focus on the development of drugs to help diabetes patients. Diabetes, as of now, has yet to have a cure. All that is present in the market is a means to manage the illness. It is this reality that makes pharmaceutical companies to focus on their resources on diabetes. However, that is merely a speck of the overall reason why a certain pharmaceutical company prefers to focus on a single illness alone.
CEO
Danghui Liu
Chairman of the Board
Xian Ding Weng
Director
Ying Zhi Gu
Director
Guy Numann
Interim CFO
ZT
Convention has it that hierarchies hinder creativity and innovation. But why?
Also, organizational structure is resultant of many factors (logistics, history etc...) and not easy to change, so what do we do if we have a hierarchical organizational structure and want to increase creative output?
Well, hierarchies tend not to foster creativity because of factors such as multiple layers to decision makers, slow feedback systems and decision makers' lack of intimacy with local problems due to distortion of filtered information.
So one way to counter the above is to enable teams with direct links to decision makers. This simple step speeds up decision making, improves feedback systems and decision makers' familiarity with local issues.
TACTIC #1: Line Up the Ducks. Working with your contact, use the organization chart showing roles and responsibilities to map out how purchasing decisions get made. Then call upon the various “powers that be” who have official authority to purchase, according to the organizational structure and the defined roles in the buying process.
TACTIC #2: Find Another Champion. Use your technical resource to identify a group of closely networked individuals who informally make decisions, especially ones that might be contrary to company policy. Determine the unofficial leader of the network, then work with him or her to develop the opportunity, bring others on board and then close the deal.
TACTIC #3: Give a Mass Presentation. Since there are so many people involved, your best bet is to get as many decision-makers as possible into a room. Give a fantastic sales presentation and killer demonstration that hits all the bases and makes it perfectly clear that they need your solution and MUST purchase it as soon as possible.
The design, the competencies inherent as well as the technologies present in the organisation are major factors that affect the overall operations of the organisation. In this regard, these factors tend to mesh together to form a type of organisation with a unique set of qualities. For instance, there are pharmaceutical companies that focus on the development of drugs to help diabetes patients. Diabetes, as of now, has yet to have a cure. All that is present in the market is a means to manage the illness. It is this reality that makes pharmaceutical companies to focus on their resources on diabetes. However, that is merely a speck of the overall reason why a certain pharmaceutical company prefers to focus on a single illness alone.
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