Breaking away from the unworkable organisational practices - by Hamid Soltani

Organisations can break away from their old limitations, think and behave more intelligently

Ever increasing complexities in innovative interactions between market participants, volatilities and fast paste of change in people’s trends and expectations for value, quality, speed, service and sustainability have reached an unnerving peak for most organisations. 

The birth of a new age conscious stakeholders with now, global reach and influence are presenting a unique set of challenges for all “globally exposed” organisations. Challenges such as - “ever increasing disenchanted/ disloyal customers, disheartened/ unmotivated staff, short term driven shareholders, unpredictable/ low resilient suppliers and the world fragile/ disappearing natural environments” are forcing organisation to quickly sober up, rethink and question their traditional wisdom. The self-aware 0rganisations are desperately searching for innovative capabilities that can allow them to intelligently make sense of their complex and ever changing ecosystem, effectively anticipate and respond to their environment in order to ensure their survival and secure their future prosperities. 

“Time has truly come for organisations to either fundamentally smarten up and put their entire house in order or stubbornly disappear in the face of their unworkable traditions and practices”.

The answer is not more of the same old tired methods of rearranging the organisation’s deck chairs

The main and most recurrent root cause of organisation’s on-going setbacks is their general obsession for holding tight to their old/ artificial organisational working paradigms and practices that have been in use by many for generations. These fragmented hierarchical rules and beliefs have never been fundamentally challenged or considered as potential culprit for their reoccurring problems. The corporate world often circles around through economic, political and natural turbulence, sometimes powerlessly and deprived of real wisdom for how to address the root causes of their uncontainable problems. 

Such serious and costly organisation’s lack of appetite for finding real substance are often further fuelled and legitimised by some external experts that either suffer from wider perspectives on the holistic dynamic nature of life and/ or driven by their subjective gains. This unfortunately results in organisations continuing to struggle with the same old tired restructuring, re-engineering or technological initiatives that essentially prospers first and foremost, the special groups with their subjective interests and sadly disadvantages organisations greatly by exacerbating their pains and postponing delivery of real substance and lasting solutions to their fundamental needs. These festering unresolved problems have roots deeply embedded into the same old unchanged and unworkable organisational working paradigms and in many cases, their arcade management practices. 

A new intelligence is required

The real solution lies in developing a new intelligent culture and a new intelligent paradigm of perceptiveness, rationality and responsiveness that can organically fulfil organisation’s basic needs, allow them to thrive at a sustainable pace and holistically maintain a healthy balance between their competing stakeholders' needs. The challenge for organisations is not only to satisfy their apparent customer needs. It is also and importantly about how to balance and maintain sustainability amongst such drivers and other diverse range of stakeholder expectations in their dynamic operating ecosystems.​

These fundamental challenges require a far superior organisational capability, “know how’ and management practices than those are currently offered by the conventional wisdom in the market place.​

We are living through an exciting Entrepreneurial Revolution and the whole world is genuinely craving for authenticity, inspirations and real insight into how things can be done right. To continue faking or cheaply simulating transient success is no longer an option for a responsible organisational management going forward. 

What hinders Organisation for achieving a Gradual/ Organic Intelligence?

 There are 8 major problems that organisations have to address “head on” in order to shake off their ineffective organisation’s working paradigms/ practices before they can successfully embark on achieving their Organic Intelligence: 

  • Management often lacks necessary methods and knowledge for perceiving and mobilising their organisation comprised of interdependent, intelligent and coherent parts. Parts that are expected to work harmoniously towards a greater organisational good; 

  • Management lacks expertise and skills for: (1) mobilising its resources to respond cohesively and effectively to its on-going events within its internal and external ecosystems, (2) sustainably balance and manage the diverse needs of their stakeholders; 

  • Some pockets of management have “persistent reluctance” to learn and adopt new ways outside their convention or comfort zone. This could be due to: (1) organisational culture inhibiting insightful exploration of new paradigms, (2) management taking short cuts for short term gains, (3) lack of interest in the overall organisational context and aspirations, (4) lack of necessary management practices that should promote investigative approach to root cause analysis and problem solving; 

  • Staff  lack of sense of belonging, score settling with management and general apathy amongst some members can seriously inhibit the necessary action required for identifying and resolving emerging problems within organisations. The sad fact is that, in many organisations, the essential culture and practices crucial for securing staff trust in their management and fostering genuine collaborative and safe work environment are either lacking or non-existent. In this dangerous territory, many dissatisfied staff, at various levels and degrees could consciously withdraw/ reduce their effective contributions towards achieving organisational goals. This may occur either through their deliberate inaction or retaliation. Unfortunately, such shortcomings are not easily detected and often cost organisations dearly in the long run;​

  • Lack of necessary management leadership to lead by example. Intelligent leaders can suppress sterile silos, inspire staff to effectively collaborate and create an stimulating culture and paving the environment for any potential future leaders to emerge; 

  • Due to lack of clear appreciation of the causal consequences behind various options, decisions and actions, management often opt for easy ways to produce quick results. In many cases, the short-term priorities and pressures from above can often override the prospect of any long-term objectives for achieving fundamental or lasting paradigm shift in the way organisations are adversely positioned and allowed to operate; 

  • Lack of necessary courage by some senior executives to stick their necks out, individually champion and campaign to fundamentally change the conventional ways of doing things unintelligently; 

  • In the absence of the above 7 essential core provisions/ capability, management often attempt superficial and silo remedies to temporally boost and improve its frantic position. But such desperate approach to problem solving often results in catastrophe and potentially causes long term grief for the struggling organisation. This is akin to a desperate car owner repeatedly attempting to fill a perforated car radiator with water, the heat will eventually cease the engine and bring the car to a complete halt. This is when the organisation gets a bad publicity for its failings, gets blamed for its mismanagement and inevitably, due to the “ensuing public pressure and witch hunt”, it is often forced to roll certain heads within its management structure. However, In spite of the usual management public apology, remorse and promises such as “this will never happens again”, such empty promises will not hold for too long and the history often repeat itself mainly due to the fact the initial root causes of the problem were never really understood in the first place. Is your organisation guilty of this old saying?​

“Organisations never have enough time or money to do things properly in the first place, but miraculously, they always seem to be able to find enough time and money to do things twice or more in order to rectify them”.

 The Soltani Therapy approach offers new ways for understanding real problem causes & solutions 

The offered methods and practices are especially recommended to organisations that over time have gained the necessary maturity and simply recognise the fact that, the commonly available methods and sales driven market trends can no longer give their organisation the required lift to successfully achieve their long-term prosperity.​

Soltani Therapy offerings help the soul searching management team to create a new intelligent organisational culture that can organically reshape their outdated and unworkable management practices through out the organisation. The organisational impacts are positively long lasting, sustainable and provide a solid foundation for the evolution of a self organising and intelligently managed organisation.​

The template offered by Soltani Therapy enables the permeation and evolution of intelligence in organisations. The supporting logic is carefully based on 'how intelligence operates within the domain of a human mind'. This understanding provides the necessary clue on how we may think and measure intelligence within the broader context of a commercial organisation. In this paradigm, organisations can directly mimic the heuristics and rules governing the notion of how a human being anticipate and respond to its complex environment and ecosystem.​

In our view, the best commercial template for creating a sustainable, intelligent and functioning organisation are those that are directly based on the great capabilities demonstrated in living entities in our natural world and those that best depict the universal laws governing our ecosystem in their designs. Due to their; high potential for exercising intelligence, adaptability to deal with the ever changing complex world and high degree of resilience in dealing with external adversities, human beings represent the most complete, viable and well functioning organisational template in our natural world. 

As these natural fundamentals are at the core of our perceived world of reality and the way we collectively define how life and societies are organised and should operate, we have used the human template as the best possible template for creating a well organised, functioning and intelligent organisations of the 21st century.​

The Soltani Therapy collective offerings help organisations to confidently, intelligently and successfully manage their everyday affairs

​Organisations can: 

  • Identify and understand their internal pulse and what truly happens at every level of their structure. They can learn how to look for relevant information, to intelligently measure and to appropriately respond to them; 

  • Identify and understand their external ecosystems, events and information. Define the boundary line for how far and wide a given organisation should look outside itself and recognise the presenting information as relevant to its survival; 

  • Understand the needs, wants and expectations of all their stakeholders and recognise how equally important each are to the present and future success of the organisation and how they should be organically balanced and managed in order to achieve true sustainable prosperity; 

  • Intelligently measure the ramification of all forces acting upon them. Recognise the impact on all its constituents and make intelligent decisions and respond effectively and decisively; 

  • Go beyond just the conventional strategic planning exercises and create an art form in effective management of the organisation based on total respect for the governing natural parameters, sensitive alignments of the essential people and effective mobilisation of resources; 

  • Naturally coordinate and mobilise capabilities for appropriate action without having to go through the experience of traumatic transformation. ​

Potential Organisational Benefits:​

  • A proper adoption of Organic Intelligence methodology helps an organisation to: 

  • Organically become self-aware and naturally adapt the benefits from its lowest to its highest levels of its management; 

  • Create a real vision and paradigm that can fundamentally and painlessly reshape the organisation; 

  • Establish new and natural management practices across the whole organisation; 

  • Achieve fit for purpose organisational journey towards organic intelligence without the traumas and pains associated with conventional transformations; 

  • Provide an inclusive approach and enable people at every level to genuinely exercise legitimate autonomy and motivation to excel and provide real wholesome values; 

  • Enable the organisation to naturally rectify itself and create a sustainable and learning culture;