Mordernising Organisations is the Most Strategic and Most Urgent Key Result Area of Boards, CEOs, Managing Directors and HR Heads All Over the World.

They will never admit it! I mean most boards, chief executive officers, managing directors, general managers and Heads of Human Resources! Well, not all of them but the majority will never admit it. They will even become angry at me for asserting what I am about to say. But I am saying it out of love and nothing else.

The Dangers of Pepertuating The Old Fashioness of Organisations

The majority of today's organisations are old-fashioned. The traditional organisational model on which most organisations are built has now become a deadly liability instead of an asset. Being old-fashioned is not about how long any organisation has been in existence. Being an old-fashioned organisation means having been built on an old-fashioned model and operating using an old-fashioned organisational theory. Theory? Yes of course because theory is the mother of practice. Companies, businesses, organisations and economies are built on theory. Everything the human being does is done using some kind of theory of how things should be done. Humans have long forgotten that the human brain is the producer of actions, decisions and results. Humans have lost the awareness that the human brain operates using theory, whether that theory is built in or it is constructed or learned from the outside environment. Theory is not fiction. Theory is real. Let me repeat;

Many organisations are built in old-fashioned theory and that makes them old- fashioned organisations.

1. Old-fashioned organisations cannot perform very well and cannot serve us well in this 21st Century which has drastically changed.
2. Old-fashioned organisations are built not to get the best out of their people and their assets; the reason why underperformance is a permanent default of old fashioned organisations.
3. Old-fashioned organisations are masters at under-performance, with as high as 30 percent of people in every organisation living parasitically on the 70% and as little as 20% of the staff pulling the full weight of the organisation while the 50 percent is putting less than 100% of their effort into organisational work. This translates to 30% loss for profit-making organisations.
4. Old-fashioned organisations poorly equipped to effectively contribute to the achievement of the UN 17 Sustainable Development goals and to steer our world towards the sustainable path. They lack the motivation, burning desire, awareness, knowledge, information, skills and strategies to make significant and effective control to sustainability. In fact many of the old-fashioned organisations are a serious liability to sustainable development because they are actively harming the environment and undermining efforts to achieve the sustainable development goals and the efforts to achieve sustainability.

The Components of Old Fashioned Organisations

1. Old fashioned recruitment
2. Old fashioned job positions
3. Old-fashioned organisational structure
4. Old fashioned leadership theory, models and practice
5. Old fashioned management theory, models and approaches
6. Old-fashioned performance management theory and practice
7. Old-fashioned approach to training and education
8. Old-fashioned theory of strategy, strategic planning and use of strategy
9. Old-fashioned or expired visions and missions
10. Old-fashioned understanding and use of corporate values
11. Old-fashioned approaches to teams and teamwork
12. Old-fashioned concept of an organisation and organisational strategy
13. Old-fashioned turnaround strategies of profit-making organisations
14. Old-fashioned theory and understanding of ceoship and of getting high performance of chief executive officers
15. Old-fashioned candidate selection and job interview models
16. Old-fashioned entrepreneurship theory and models
17. Old-fashioned organisational knowledge
18. Old-fashioned organisational skills
19. Old-fashioned organisational philosophy
20. Old fashioned organizational mindset
21. Old-fashioned organisational beliefs
22. Old fashioned organisational key result areas
23. Old fashioned organisational management tools
24. Misuse of organisational concepts, tools and framework
25. Running mostly operationally and tactically and less strategically
26. Being stuck in the status-quo mode to preserve the past and maintain the present
27. Not paying serious attention to thinking and emotions.
28. Talking too much about concepts and ideas but without using them in practical situations.
29. Old-fashioned paradigm
30. Old-fashioned everything

The Importance of Modernising Old Fashioned Organisation

The global and local environmental, economic and human conditions are getting worse everyday. Climate change has gone beserk and humans have so far failed to even just reduce it. Poverty and suffering are still out of control and the situation is getting worse, fuelled by wars and political instabilities around the world. Unemployed levels remain high and increase in many parts of the emerging economies and there are no clear effective solutions to reverse the situation. These issues cannot be solved effectively without modernizing the organisations because the old-fashioned organisation is an integral part of the drivers of the current dire human environmental and economic situations.

We do not have to worst; the time bomb is ticking. We need more talk and more action. Now is the time. Not tomorrow or next year. Let us do away with old fashioned organisations built on obsolete theory, models and paradigm Let have 21st Century organisations now. Now, not tomorrow!

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?Simon Bere, 2024