TRUST & CONNECT
Start-ups seem to be a cool place to work at. Fussball tables,
lounge chairs instead of office desks, come-as you are clothing,
etc.
Having spent the better part of the last two years in co-working
spaces and hanging with a number of people from the start-up
crowd, I felt that these organizations may be the future of
business and hold a hope for many disgruntled employees. How
many of us know someone that said: “I’d love to work for a startup (or even found one), have more freedom of creativity...”?
But then I looked closer at some companies in advanced stages
of development, and, lo and behold, most of them operate under
the same pressures and paradigms of large corporations. And,
once investors come aboard and they start to have success,
those paradigms and mechanisms invariably come to bear.
More often than not, it is external “consultants” that suggest
introducing hierarchical layers and divisions, to “streamline”
processes and “standardize,” in order to “raise productivity and
efficiency.”
organiza
tional development
I remember a company I used to work for. They were offering a
platform to trade fairs where their customers could show their
company and products 365 days a year. My job was to contact
the companies and get pictures and content to put in their
profiles, photoshop and edit them when necessary.
I came aboard at a time when the company was just transitioning
from small offices in an apartment with four rooms and no doors
on the hinges to larger office spaces, with (glass) walled offices for
the exec ]]