Corporate Intranet

Jack Welch, former CEO of GE, has said that "small companies move faster." But Welch has also been argued that even the largest companies to move as fast as a small one. As an organization leader, you should try to incorporate what Welch the "small company soul" referred to in your organization. Here are some practical ways to think small, while the leading organizations of any size.

Firstly, communication is of paramount importance. Have you ever noticed that as organizations grow,Communication sometimes becomes thinner and less effective? Sometimes, large organizations can start as poor communicators, so that those at the bottom of the chart in the dark about the current situation, goals and vision of the company. The secret of thinking small to keep constant communication - and the restructuring of the message tree with every growth spurt. Today, technology makes communication relatively easy, even for large and geographically diverse groups. Considerposted to an intranet, where news and articles can be found regularly. Some organizations even send video streams to be "face-to-face" messages from the top management all the way up to the part-time employees. Run a small mentality means that you must keep the communication at all levels, at all times.

Next, to eliminate "red tape" and bureaucracy. Some organizations slow down due to regulations, paperwork, and miles of "channels". In these organizations, get ideas not onlyto decision makers because it is viewed simply as a waste of time aside. Other organizations, continue to maintain the status quo because "the way it has always been so." Welch was one of the innovations of "Work Out" program, the business units together to brainstorm solutions, and immediately receive a response from managers and executives. Think about how to introduce a front Associate in your organization that would be a money-saving, efficient idea. If you want to goseveral levels before it even considered, that is too much. Is the person filling out a form and get it approved by an immediate supervisor, or he or she can introduce them to the idea of a virtual "suggestion box" that goes directly to a decision maker? Whatever you run this file, you must remove the "red tape" that the people of innovations book.

Third, check your organizational structure for inefficiency. There are large organizations that were discovered at a second glance, two or threePeople doing the same jobs in different departments. Some organizations have multiple layers of managers, just add to the bureaucracy. In today's economic climate, it is not easy to remove layers to discuss, but it could be the only key to survival. But on top of this it is possible to assign people to areas that make the difference. You need to take a look at the structure to determine if this is possible. Where to put resources on the main organizationalActivities. You may even find that much more room for the resources allocated to these valuable assets, such as customers, and maintain these resources, from the back rooms and corporate offices.

Next, know your customers. This sounds simple, but in reality it can be quite difficult. As an organization grows, the people who know the customer best, are often the ones left in the dark. Try not to let happen. Make sure that all levels to know who the customers are, whatthey want, what they dislike, and how they are treated in every interaction. If departments are from the customer, do not forget that they still customers: internal customers, which should be treated with the same respect as the outer ones. Even those from departments should have a good picture of the external customers and how they will contribute to the success of the organization as a whole. Take time to know your customers and that knowledge in the filterOrganization.

Finally, moving, small businesses, without hesitation. Reluctance may also stem from layers of approvals, several levels of management and paperwork. Small businesses understand that a delay could put them out of business, and big companies should act with the same zeal. This does not mean that thinking is small act impulsively. It just means that when and idea "feels" good, it probably is. And you, as a leader who can act quickly to decisionsthese ideas. If other companies are still percolating in your segment "," you can your organization that led a new market segment.

Leading organizations of all sizes can easily by thinking small. Eliminate communicate thinking in mind that overly bureaucratic and inefficient structure, know your customers, and move without hesitation.