37 Differences Between Old Fashioned Organisations and Modern Organisations

Let me start by a reminder. Being an old-fashioned is not about for how an organisation has been in existence; but about the organisational theory the organisation is running on. Theory, for those who are yet to understand it from scientific and strategic perspectives, is not the useless opposite of the practical. Theory is actually the mother of practice. Theory also explains practice. In other words;

Your current performance and results are a reflection of the theory that you are using to produce those results. And it is not always the case that you are consciously aware of the theory; neither is it always the case that you deliberately chose the theory that you are using. If you understand this, you are one of the top 1 percent in the world who understand things that the majority struggle to understand.

Now I will be very short and give you 48 differences between an old-fashioned organisation and a modern organisation. You can use these differences to assess whether or not your organisation is still old fashioned or it has transformed itself into a modern one.

THE OLD FASHIONED ORGANISATION

1 Built on Old Fashioned Organisational Theory

2 Has one, all knowing, all powerful leader at the top

3 Runs on departments

4 Training and Teaching Used Interchangeably

5 Most training is "teaching", not training

6 No ceoship training, education and development

7 Puts a premium on knowledge, not thinking

8 Focuses on performance management

9 Training and Learning not taken seriously

10 Too much reliance on academic education

11 Settle at some level of performance and results

12 Poor performance management approaches and models

13 Strategy is not well understood and not taken seriously

14 Rare to no revisit and review of strategy, mission and values

15 Poor to good leadership

16 Excessive and detrimental risk aversion

17 Training to fix weaknesses, motivate, is rare and adhoc

18 Ignorance of, or not regard to, sustainable development and sustainability

19 Bad to average management and managerial performance management

20 Bad management of knowledge and information

21 Past and present focused

22 Bad to average decision-making

23 Organisational conditions demoralise and disempower staff

24 Disengaged and noengaged staff

25 Underperformance is the norm

26 Low use of science and psychology in organisational development, leadership and management

27 Non, bad and poor strategic planning and use of strategy

28 Reach and maintain a certain level of performance and results

29 Bad to poor team management and team building approaches and practices

30 Ignorance the importance of theory and its impact on practical results

31 Innovation and creativity are mere talk

32 Positions and titles are mostly about power, not delivery and results

33 Old-fashioned organisational structures, posts, positions and titles

34 Bad to poor recruitment, induction and promotion of high performing individuals

35 A mixture of laggards and followers

36 Resistant to change and close-minded to new ways of thinking and doing things

37 Resistant to self-correction because they think they are always right

The Modern Organisation

1. Built on Modern, Cutting Edge Organisational Theory
2. Has many leaders throughout the organisation
3. Runs on epicentres
4. Training, Teaching and Development differentiated
5. Teaching is teaching (knowledge), training is training (skills)
6. Providesspecialised ceoship training, education and development
7. Values knowledge but puts a premium on thinking
8. Focuses on results management (Ref. Results Based Management)
9. Training and learning is serious, strategic and mandatory
10. Continuous non-formal education is mandatory
11. Always seeks improvement and transformation in performance and results
12. Science-based, high impact, strategic performance management approaches
13. Strategy is taken seriously, well understood and effectively used throughout
14. Periodic review of strategy theory and practice is a standard operating procedure
15. Great to outstanding real leadership
16. High levels of calculated, performance and results changing risk
17. Training for performance and results mastery and well structured and well delivered
18. Aware of, and total commitment to, sustainable development and sustainability
19. High managerial performance and commitment to investing in continuous managerial performance improvement
20. Excellent management of knowledge and information
21. Future and present focused, with a bias towards the future
22. Serious effort at effective decision-making
23. Conditions create high staff moral and releases and focus staff energy to work
24. Highly engaged and high performing staff
25. Voluntary high performance is a standard operating procedure
26. Heavy use of science and psychology in design, development, leadership and management
27. Great to excellent strategic planning and use of strategy in the organisation
28. Never settle for any level of performance and results, pushes boundaries all the time
29. Excellent science-based team management and team building approaches
30. Places high value importance on, and invest, in theory management and application
31. Have a culture of innovation and creativity supported by strategy, resources and facilities
32. Positions and titles are about delivery, performance and results
33. Modern organisational structures, posts, positions and titles
34. High impact, science-based recruitment, induction and promotion approaches
35. A mixture of explorers, pioneers and trend setters
36. Embrace change and open to new ways of thinking and doing things
37. Embrace and act on constructive criticism and use it for self-correction
38. Are dolphin smart

Now where does your organisation fit? In the old-fashioned species or modern species

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? Simon Bere, 2023