The business order is the decisive and determined factor to consolidate and expand the organized system called “enterprise” as natural consequence.
The unavoidable and continuous disorder of the market – external system disorder – is always more in a strong acceleration and it implicates a disorder of the strategic business elements. This is because the competitive and innovative dimensions are always more the uncontrolled result of an unstoppable globalization. This globalization of the participants to the chaotic place of exchanges implicates a re-activity of the enterprise; instead, it should be more pro-active, that is able to re-order itself internally and outwardly towards a new order called “evolution”. Only the aware business systems effective in the strategic ability to analyze the internal disorder parameters will have the opportunity to be change inside the change, that is to be an organization oriented to place itself at the centre of the market and be strong.
The internal lecture of strategic business parameters – ordered and disordered – allows the leader to analyze, improve and realize the necessary change to continue being a successful reference point in the market, in terms of maximum usefulness and unachievable uniqueness.
Clearly, the logic change proposed by the leader can bump positively or negatively into the coworkers, the main characters of the business system.
In this case, connotations as “pro-activity to change” and “resistance to change” are known and passed through every day by the leader.
Inevitably, this leads the leadership to face two strategic levels of business change:
- The continuous re-order of the internal business strategic parameters
- The continuous involvement of the actors – coworkers to participate and realize the quantity and quality order inside the internal business exchange.
The “only” the internal re-order of the strategic business parameters, analyzed without the organization involvement, implicates a “resistance to change” that unmotivates the leader and the organization itself because it leads to the omission of the “taking the challenge” value and the trick of the false productivity.
“Only” the organizational involvement to the “pro-activity of change”, without a strategic analysis able to identify the parameters to re-order together, implicates an enthusiasm at first for the inspired and shared message of the leader, that will turn off easily for the lack of productivity and usefulness increase and it will generate a false motivation, device of business antagonism.
We can clearly understand how important it is to achieve both the change drivers: the analytic strategic lecture of the internal disorder caused by the external disordered evolution, and the involvement lecture of the organization in its own individualities based on the change.
In such a symbiosis, the strategic business system, that is the collective leadership, emerges as excellent point of reference of the persistent challenging success of the enterprise.