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Getting organized, why, how?

Why ?

Let's start by noting that we can very well never organize ourselves.
A company can operate very well in a totally empirical way: everyone knows what to do, finds their method of doing it, coordinates informally with their colleagues, and transmits instructions to newcomers.

However, such a system quickly comes up against limits.
The consistency that it finds locally at the level of each activity is unlikely to translate into global consistency.
To speak concretely, with such a structure, it's a safe bet that a client outside the company will have a very strong impression of lack of organization, since his file will not follow an optimized course. Each service will treat it in a different way, the transmission of information will often be ensured by the customer himself, and processing loops will be frequent.

What does organize oneself means?

Getting organized therefore means putting in place a process for the overall optimization of the operation of the company.
It is important to note at this stage that the organization is a source of well-being in the company, and can be at the origin of a virtuous circle: the impression that the work is carried out in an optimum way produces confidence in the company. the employee, the impression that his work effort is well used, therefore of loyalty. In fact, the company is more inclined to invest in the training of its employees, and these, better trained, will further strengthen the impression of good general organization, etc.

Organize ≠ Dematerialize

The arrival of efficient communication tools such as smartphones could have given, and advertising tries to make us believe, for a time the illusion that technological advances would solve the problem of the organization. This illusion has been reinforced by the fact that in the collective unconscious we tend to associate bad organization with paper bureaucracy.

However, it is clear that the dematerialized tools on which we have a little hindsight like the email show the need to reflect and choose its use of dematerialized technologies under penalty of replacing the red tape with another form of servitude just as painful.

Organize ≠ Automate the core business

A company that decides to better organize itself tends to start its effort with its core business: managing the flow of orders, from quotes to invoicing. This often results in the implementation of an ERP, standardized software that comes in variants for each business line.
However, this approach has a double drawback:

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On the one hand, it tends to make the company lose its own culture in favor of a standardized vision of the profession which generally leads to a net loss of competitiveness due to the fact that it is easier to lose its qualities than its faults. .

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On the other hand, and this is the purpose of this document, it consists of an in-depth approach, namely to organize in detail just a part of the activity, because to organize everything on such a model would be too expensive, so that we think a breadth approach is more suitable.
Indeed, experience has shown us that a good business organization is measured more by the fact that transversal subjects are managed efficiently, and that the files which did not follow the planned progress remain under control, more than by the optimality of the standard flow.

Obstacles to organization

Achieving global optimization involves overcoming several issues:

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Have a reliable description of the various activities.
Corollary: the accounting view alone is not sufficient.

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Limit the constraints imposed by each activity on the others.

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Effectively manage permanent change.
Corollary: allow progressive optimization.

Organizational tools

The best organizational paradigm in the 21st century is ... paper, pencils, files.

The problem with a real paper organization is the quantity of operations with low added value: cleaning, copying, transmission, classification and concentration.

Conversely, IT (business software) is not a good organizational paradigm. Indeed, it is totally failing in terms of 'limiting the constraints imposed by each activity on others' and 'effectively managing permanent change'.

This means that the right organizational tool in the 21st century is the dematerialization of the paper, pencil and file paradigm:

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in which we keep all the information in the files, that is to say that we do not create an organization in silos (the management application, the order tracking application, the commercial tracking application, etc).

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IT ensures the efficiency of the operations of tidying up, copying, transmission, classification and concentration.

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the complexity of the automation remains low to allow permanent change.

Humanist perspective

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Compared to those of the generations before, the framework of the end of the 20th and beginning of the 21st century was inhibited by its dependence on computer scientists for the implementation of organizational choices. In addition, the constraints and high costs of adapting traditional computer software have often forced the final obligation on humans to adapt to the logic of the software.
Copliant's Storga project therefore aims precisely at giving the framework back the possibility of organizing autonomously, and replacing the machine at the service of humans.

To go further, you can consult the book 'From capital to reason' which proposes a humanist social organization for the XXIᵉ, that is to say allowing to put at the service of all the progress related to digital, and to respect the constraint ecological.

↣ Book 'From capital to reason' on Amazon