The market is becoming more and more competitive, the client is "capricious", the staff is "lazy" and demanding. In order to achieve the same results, more and more expenses are required - financial, energy, emotional and intellectual.

Today, the old tried and tested methods no longer work. Hierarchical, authoritarian systems of government are dying out. The usual change of people in key positions, contrary to expectations, does not bring the desired changes.

Together with the "old" leaders, valuable information about the problems in the organization, which continue to remain unresolved, leaves. "Young and energetic" newcomers, unlike their predecessors, who did not spare their lives for the common cause, for some reason do not want to "burn at work."

Increasing pressure on employees is ineffective. Funds invested in staff development do not pay off. All the efforts spent lead only to short-term non-systemic improvement.

And so, when the ideas of the owners and top management of the company stop working, when there is a strong feeling that something is going wrong, the administration decides to invite consultants.

Seeking support "on the side" is becoming more and more popular. And this is quite logical. After all, when we get sick, we do not self-medicate, but turn to a professional for help.

A business consultant is a doctor, only not for people, but for companies. It helps the organization and its top managers to see the system "from the outside", find the sources of problems and their new solutions, prevent possible negative consequences of the implementation of certain ideas, activate the creative potential of the team, establish business relationships with new partners, attract customers, etc. e. That is, consultants help the company reach a new level of development.

The result depends on the specific situation in the company, on the desire and willingness of the owners to cooperate with the consultant, and, of course, on the professionalism of the consultant.

The modern market of consulting services is rich in offers, but I want to tell you about one of the most interesting and popular approaches to change management in an organization today - the Adizes methodology.

Dr. Itzhak Calderon Adizes is a recognized management guru, founder and director of the Institute of the same name in Los Angeles, since 1975 has been developing a methodology for implementing organizational change.

Over the years, Adizes has worked with a wide variety of organizations ranging from 30 to 150,000 employees. His methods have helped commercial and non-profit companies in more than forty countries around the world achieve high results and become leaders in industries ranging from banking to food retail.

Dr. Adizes is a consultant to six governments. Over the past three years, the Adizes Institute has been actively working in Russia, Ukraine and Belarus. Among his clients in our country are such well-known companies as Sberbank and Sibur Corporation. The Adizes methodology is based on the principles of process consulting.

Unlike expert consulting, where “doctors” make a “diagnosis” and prescribe “treatment” to the customer, the main idea of ​​process consulting is that the tops of the customer’s company know it better than any external consultant and are responsible for any decisions made and their implementation in any case remains on them.

The consultant does not have the right to replace the management team. His task is to help the customer to realize the problems he has. I have tried to summarize for you the main ideas of this methodology. I am sure you will find them interesting.

1. Formula for success. The success of any organization depends on the presence in it of an atmosphere of mutual trust and respect, primarily in the management team. In a favorable climate, you can always turn your back on each other and know that you will not be let down, and if you give up something, you can count on a reciprocal concession.

If the company lacks such values ​​as respect and trust, then most of its energy is spent on unconstructive internal conflicts, fruitless attempts to negotiate, and the sale of obvious ideas. In such an environment, customers and business development simply do not have enough strength.

2. Method of production, making and implementing decisions. Since changes are constantly occurring in any system, which in turn inevitably give rise to problems that need to be addressed, management is the development of good solutions and their implementation.

To develop a good solution, the participation of all who can help or hinder their future implementation is necessary. This requires the so-called CAPI (Coalesced Authority, Power and Influence - a collection of people with authority, power and influence). Through a properly organized democratic decision-making process, we get a product - a solution that is easily and consistently implemented.

It is important that the person responsible for the implementation, as a rule, the leader, is nothing more than a full participant in the development process and does not have the ability to put pressure on the group with his authority. But at the stage of implementation of the decision, the dictatorship rules the ball - everyone is subordinate to the main person in charge. Therefore, the process of developing and implementing a solution in the Adizes methodology is controlled by the so-called democracy.

3. The purpose of management in the methodology of Adizes- is the achievement of efficiency and effectiveness of the organization in the short and long term. But in the company, some managers, due to their psychological characteristics, are more concerned about getting rid of risks, while others seek to increase its performance, since they are focused on opportunities. Some prefer to solve current problems, others - strategic ones. According to the Adizes theory of organizational vitamins, a company is made healthy, and therefore successful, by performing 4 management functions.

4. Functional approach. Organizational vitamins. The four functions of management are like a set of "vitamins" - they are all necessary for the health of the organization in the short and long term. If even one vitamin is lacking, the organization is threatened by a disease with certain symptoms.

Conversely, skillfully feeding the organization with the missing “vitamin” can improve its performance and improve its health in the short and long term.

Vitamin P The first function that management must perform in any organization is Producing, that is, the production of results that ensures the effectiveness of the organization in the short term. An organization must satisfy the needs of the customers for which it exists. You should always remember why people turn to your company, what they need you for, what services they need. The task of the manufacturer is to satisfy their needs. You can measure the success of this function in your organization by the number of customers who return to purchase your company's products or services.

Vitamin A. The second function - Administrating (administration) - is needed in order to maintain order in organizational processes. The task of the administrator is to ensure efficiency in the short term.

Vitamin E. For an organization to be successful in the long term, it is necessary to "see through the fog", to guess the course that the company should follow. A person capable of performing this function is ready to act in conditions of constant change, to take risks. This is the function of Entrepreneur - entrepreneurship, which ensures the company's performance in the long term. If this function is performed successfully, the organization's services and/or products will be in demand by future, changed customers.

• Vitamin I In order for an organization to function as a single organism, to be effective in the long term, it is necessary to create a value system that will encourage employees to act together and will not make anyone irreplaceable. This is the Integration function. Figure 1 shows schematically 4 management functions.

  Management styles.

  No manager can perform all of the above functions in the same superlative degree, so there are no ideal managers in the world. It's just a utopia. In the “organism” of a “healthy” manager, all vitamins must be present, but in different proportions.

  The dominant role always belongs to one function, rarely two. Moreover, they are not compatible at the same time. The ability to successfully perform one function will necessarily interfere with the performance of another.

  We all know managers who can come up with great ideas, but can't keep track of the details of their implementation. Other talented integrators are empathetic, able to put themselves in the place of another person, but they are not strong in making tough decisions and are often weak in administration.

  The four functions are incompatible in any combination. The entrepreneur always conflicts with the administrator, and the manufacturer with the entrepreneur. How often we ourselves, being carried away by current activities, do not find time to think about the future perspective. Our mind is designed in such a way that it is able to focus either on nearby or distant objects.

  Complementary team.

  So, if there are no ideal "book" managers in nature, then the conclusion suggests itself. Successful work requires a complementary team in which everyone is a value. Often, when forming a team, the leader tries to attract people similar to himself into it. But such a team of "clones" cannot be successful. Adizes team members should not copy, but complement each other not in knowledge, but in temperament and character. They must be different.

  The difference of opinions and views on the same situation is the main advantage of teamwork. The only reason for the typical avoidance of the variety of styles is their conflict, because each of them has a special manner of communication, and the same words in the mouths of speakers of different styles often have the opposite meaning.

  All this leads to misunderstandings and conflicts. Man, instinctively wanting to avoid conflict, is again looking for his own kind.

  Ingredients of being a good manager.

  There are no ideal managers, but all the same, Adizes has a vision of a good manager who is able to integrate the team and be its leader. He must have the following qualities.

• Consciousness and consciousness of actions. The manager knows his characteristics, his style, understands the meaning and consequences of his actions and knows how his actions affect the behavior of other people.
• A good manager has versatile abilities, i.e. there are no dashes in his PAEI code.
• A good manager knows where he is unique, knows his strengths and weaknesses, and this helps him to select those who can complement him in the team.
• He accepts his strengths and weaknesses. Human energy resources are limited: if a leader spends his energy on rejecting himself, they will not be left to change for the better.
• A good manager is able to assess the strengths and weaknesses of other people. And not just to evaluate, but to accept differences as a value, because inevitably, in terms of individual qualities, subordinates will surpass their leader.
• A good manager knows how to slow down and relax in a difficult situation. To become a good manager, you need to be able to object without offending.
• A good manager creates conditions in which the conflict is resolved in an atmosphere of mutual trust, respect and becomes a means of learning.

  The life cycle of an organization.

  The life cycle concept is the most widely known part of
  Adizes methodology. According to this concept, any organization is born, grows up, matures, flourishes, grows old and dies. But if not properly managed, aging and death can occur much prematurely, even in infancy.

  The very essence of consulting according to Adizes, the so-called organizational therapy, is to teach the organization to stay as long as possible in the most productive stage of the life cycle - the “Flourishing” stage.

  Let's take a quick look at the stages in the life of an organization.

  Stage 1. Nursing.

  This stage consists in the fact that the founder of the organization gathers around him people who gradually accept it and agree to take a risk and try to turn the idea into reality.

  Stage 2. "Infancy".

  At this stage, the company does not have a clear structure and system of distribution of powers and responsibilities.

  During this period, the process of organization begins, the transition from ideas to concrete deeds. During this time, the focus is on production results and customer satisfaction.

  Stage 3. "Childhood" ("come on")

  The organization begins to work more efficiently, overcoming obstacles, including the main thing - lack of funds. People realize that the “idea” has worked and can be cost-effective.

  Based on this, people's perception of the future of the organization is changing. The vision of the future is sometimes expanded to extraordinary proportions. In a rapidly growing company, there is still no clear structure, subordination order, prescribed functional responsibilities, etc.

  Stage 4. "Youth".

  The organization is changing a lot. The most significant event in her life is that the founder realizes the impossibility of leading a growing business alone. There is a need to change the structure of the organization and delegate authority.

  Professional managers appear in the company, who begin to change the structure, the system of motivation and control.

  The arrival of new people inevitably leads to a conflict between two cultures: old-timers and new specialists.

  Stage 5. "Flourishing".

  At the heyday stage, the organization has a fairly clear structure, prescribed functions, reward and punishment systems. The success of the organization's activities is evaluated by the factors of meeting customer needs and achieving goals.

  The ability to foresee the future is valued. Often at this stage, the organization opens several subsidiaries that go through all the stages from the very beginning.

  Stage 6. "Stabilization".

  The organization is aging. It is gradually moving away from the policy of development, capturing new markets and increasing the share of existing ones.

  At this stage, the desire for change and development disappears. Greater importance is attached to interpersonal relationships in the team, rather than business prospects.

  Stage 7. "Aristocracy".

  The organization owns significant financial resources, which are spent on strengthening the existing control system and arranging its own activities. Unspoken formal rules are being strengthened, primarily related to the style of clothing and other traditions.

  At this stage, organizations often "buy" new products and ideas, acquire or absorb other organizations that are in earlier stages of development.

  Stage 8. "Early bureaucratization."

  The company gradually plunges into a series of complex and sometimes insoluble conflicts related to the structure of the organization, which it tries to solve by firing people, but not changing the structure. Gradually, internal red tape and conflicts increasingly distance the organization from meeting the needs of the client.

  Stage 9. "Late bureaucratization."

  The organization focuses entirely on itself, on internal unsolvable problems, trying to follow all procedures, processes and prescriptions in the hope that this will help in solving problems.

  The company is dominated by result-oriented structures that increasingly confuse the internal organization. There is no desire to improve efficiency, change, or focus on customer needs. A cumbersome and complex system of control over activities is maintained, which requires employees to comply with rules and procedures in the first place, and not work effectively.

  Stage 10. "Death".

  The death of a customer-centric organization occurs immediately after customers stop using the organization's services en masse. If this does not happen due to the fact that the organization provides a monopoly product or is supported by the state, then its death can be delayed in time.

  In this case, the degree of bureaucratization will increase and eventually reach its climax anyway, which will lead the organization to inevitable death.

  The purpose of the methodology is for the organization to adopt a lifestyle that allows it to remain in the “Flourishing” stage for as long as possible. To do this, when they come to the company, Adizes consultants consistently guide it through 11 steps of transformation.

  Having completed this path, the organization must immediately return to the first step and begin moving around in a new circle. Yitzhak Adizes explains this by the fact that on average the cycle lasts a year. During this time, new problems and opportunities inevitably appear in the company, requiring an update of the mission, strategy and structure.

  This approach allows the company to identify difficulties in a timely manner, before they develop into a crisis, and to constantly be young. This is the essence of the methodology.