How we built a turquoise company: continued
Company Information System
As I already wrote, the planning of loading specialists and working with clients occurs automatically and is immediately displayed in the information system. By analogy with the planning of specialists, the work planning of sellers is organized.
Each contact with the client is recorded in the system using the “Event” document with the required parameters: responsible, date and type of contact, topic that was discussed, what was agreed on, date of the next contact. Further, all “Events” created in this way are reflected in the seller’s workbook in chronological order by the date of the future contact. Or, in other words, managers themselves in the process of their current work plan their future work.
The journal also displays all billed and unpaid bills. Thus, in the morning, starting work, each seller sees his actual work plan for the day: first ring the bills, then go to work with customers on topics previously recorded in the applications.
The rest, standard for most companies, are information system mechanisms such as: accounting for customer service hours, receipt and expenditure of funds, issuing documents, storing documents electronically and so on – it makes no sense to paint, as this is already known. It should only be noted that all information in the system is open to all employees. The system itself is configured based on the principle: the simpler the better, it automates not only the transfer of information flows, but also control flows.
Teamwork within the team
It is generally accepted that the main feature of a “turquoise” organization is self-government. But of course, this is not at all true. Self-government as such does not exist at all. This is the same common myth, and the fact that the power of the people is democracy.
The main attribute of a “turquoise” organization is the most harmonious and natural internal environment for the coexistence of people united by a common cause, ideas and goals. From this, the maximum efficiency of each member of the team and, as a consequence, the entire company as a whole, is obtained. This also ensures maximum customer satisfaction with the goods or services of the “turquoise” company and turns, in fact, customers into partners.
Any social education carries its own external idea, which, in fact, is the company’s product that it offers its customers. The inner idea is the environment in which employees exist. Based on this, it is extremely difficult to imagine, for example, Sberbank as a “turquoise” organization (although they declare this). The basis of any social education, and any organization is, first of all, social education, of course, people working in this organization. And the success of the whole enterprise directly depends on how harmoniously the team is selected. For turquoise organizations, the right selection of employees is key and is the most difficult process.
The shortest distance between two points is its absence. The fastest and most effective resolution of issues occurs through personal communication. One head it’s good, but two better. If you translate these statements into a task – to organize an office space – the result will be openspace, where all employees of the company work. We use exactly this principle of seating, without any partitions between the tables.
Why is it done
There is an opinion that the seating of staff on this principle is harmful and reduces labor productivity, especially if you combine employees from different directions in the same room, for example, sellers and programmers. Sellers constantly talk on the phone, make noise and prevent programmers from concentrating.