The strategic organization

The culture of an orange strategic organization

The orange organization and people strive for results and success. The core of orange is: ‘I want to get ahead and I want to win to get somewhere with my life. The world is full of opportunities for people who go every day and dare to take risks. Nothing is certain but if you are good and you play the game smart then you find the best opportunities. You have to believe in yourself and then the rest follows automatically. You can not allow yourself to be slowed by structures or rules if you want to achieve something. Instead, you can use personal experiences to become better at what you do. An important belief is that I have faith in myself and have the intention to change the world. Collect the data, develop a strategic plan and go for the number one place ‘.

How do you recognize an orange organization?

• There is a charismatic leader who likes to be in the spotlight and radiates a lot of energy
• There is a hectic atmosphere, full of optimism and big dreams. Multitasking is normal.
• Not being able to do something is not an option, everything is seen as a challenge, the credo is “fake it, until you make it”.
• The pace of work is high, people make quick decisions, but don’t stomp on throats.
• The leader sees himself as a motivator and booster, has little patience with emotions and goes for the end result
• Employees work hard and make long days, at the end of the week there is often something jointly organized to release sorganization (“work hard, play hard”)
• People are very ambitious, both in their projects and in their own careers. A management job is a stepping stone to a higher position. Opportunism is more the rule than the exception
• People are judged on results orientation and competencies for their career opportunities. The top is small, so it is “up or out”.
• Work is often cast in projects. Work is often measured or objectified in a different way. Every month and every quarter the results are reviewed and compared to the strategic plans.
• Rules and agreements are useful as long as personal freedom and entrepreneurial drive are not restricted.
• People are very status sensitive and express this in their appearance (lots of brand clothing, expensive shoes) and working environment (the latest gadgets, the largest office).

With the orange value system and the orange results culture, the company is business-like, result-oriented and professional. Competition is an important mechanism to bring out the best in people.

In an orange organization, organization members / employees are paid for results both for their work and for their professional development. For their work this often happens by agreeing clear (financial) results. For their professional development this is done on the basis of competencies and feedback from colleagues.

The result-oriented culture provides people with more results and success, but can also ensure that managers and employees only go for their own results and that a group feeling is lacking.

Leadership in an orange strategic organization

An orange leader is an individualist. He / she can not be stopped by what others think or do. He steers on data, models or proven practices, but only takes over what others say after a thorough analysis. The orange leader is an energetic person who is always in control and likes to express what he believes in. He / she finds himself objectively, he is not influenced by emotions and prefers to look at the facts. He also does not interfere with emotional problems, either his own or others. Feedback to employees is given without looking or blushing, without taking into account the feelings of others.

This leader is absolutely focused on the goal and takes his organization with it. He is an opportunist and is not afraid to get his hands dirty or to play a politically strategic game. There are no problems, only challenges and the people who work for him must go along with it. Being successful is important and is expressed in money, titles, possibilities or status. If something goes wrong or does not work correctly according to this leader, he will weigh all factors and from there set a new, intelligent course. This leader believes it is important to further develop himself professionally, because this creates more chances for success. These development possibilities are also offered to his organization.

The structure of an orange strategic organization

In an orange organization, the structure is similar to that of a blue organization. There are different layers and clear management structure. Afbeelding 6 De structuur van een Oranje organisatie Whereas in the case of a blue structure, the managers are usually responsible for a functional department, they are responsible in an orange organization for a business unit that has its own profit and loss independently of other business units. Business units are often product, service or market oriented. Each business unit has all the functions in house.

Communication between departments and business units is frequent and necessary (for exchange of knowledge and continuous improvements). The manager is not a gatekeeper for information, but encourages employees to search for information themselves. Conversations usually take place in discussion form. Pros and cons are weighed and substantiated with clear, preferably measurable arguments.

In this organization, the employee talks with his supervisor about how he / she wants to develop. In the result-oriented and competence-oriented leadership style the employee has more input into his work and he is not only judged by his supervisors but also by his colleagues and his staff. This gives him feedback from multiple angles that can help him to develop himself. All people, from high to low, get a more objective picture of themselves and with the help of that information they have a greater