Conquering the System
Flexible Change Through Interface Organization
Mr. Blaha, being a family company, you combine innovation with tradition. Logical consequence or contradiction?
In your opinion, what is more important: to anchor a culture, or processes for innovation in the organisation? |
Friedrich Blaha |
How do you gain commitment for change and innovation on all levels of the organization?
We have developed a new organization structure that places the human being in the center of attention as most important company resource. We believe in the flexibility and creativity of our employees. The realization of these organization principles in the companies is based on a completely new leadership culture, a leadership culture that does not want to employ and govern the person, but wants to develop self-organization. Leading no longer means commanding, but listening and agreeing. Leading does not mean controlling, but reliably providing all work factors in a timely manner, and with that, creating the possibility that the agreed can be done. One does not lead the others, but for the other, and owes them fluent work processes, facilitations in work, and a high measure of self-organization. Of course there are rules for the game. The person in charge then lets the game go on like a referee, and only takes action if rules are broken.
Blaha performed a radical paradigm change from product-oriented to customer-oriented company. What were your most important goals and approaches in this undertaking?
Our most important goal was to clarify for us »What is the company goal?«. We were able to agree on a mutual main goal with our employees: »Our goal is to make money«. Only if the company makes money it is able to pay salaries, make necessary investments, contribute to growth and ensure off jobs, and is also able to direct a part towards social or environment-oriented projects.
We constantly live two approaches:
> We are willing to change our structure of thinking anytime. The question: »Is this better?« must be replaced with the question »Isn't it much better differently?«.
> Changes of paradigms must be possible anytime, and should not be a taboo issue. One of these changes of paradigms was the change in the work organization, away from the outside-driven work, towards employee-self-organization (team work).
Since 1996 the company is structured as »interface organization« resp. »fractal factory«. What does this mean in real life?
Fractal for me means self-similar. A fractal factory has organization by the same principles on all levels. Every team has its individual work tasks that they are »to fulfil and be responsible for«. Teams work with teams. We call the handing over of a production process to the next team an interface. Interface agreements are written, containing descriptions of how the teams meet there. The sum of all interface agreements forms the company organization.
What are the special advantages you see for small and medium-sized businesses in this form of organization?
It is impossible for the management to determine the need of information and communication for all occurring situations in advance, and to anchor them in an ideal organization construction and process in quickly changing markets. With the implementation of the principles of self-organization, self-optimization, self-responsibility, and the customer-supplier relationship, the company is flexible enough to be able to adapt to changes quickly. Team organization in its concrete form means that everyday business works without management positions. The managers here do not lose their jobs, but can finally concentrate on their actual tasks, like for example coaching employees, contributing in projects, introducing improvement in technology. It is no longer their job to play the »hero of the daily crisis«!
Why is innovation so difficult for many companies?
Maybe some companies are concentrated too strongly on their own abilities and on their own branch, and in the course overlook solutions that could induce new needs in their customers. When realizing innovations, it can be of help to distance oneself from the actual problem, and approach the task in a more playful manner. The above stated is valid here also: in order to truly make a large step, respectively find new innovations, willingness to change structures of thinking and to change paradigms is necessary. Not the optimization of the system, but the conquering of the system leads to novelties.
How do you create work surroundings that promote innovation and creativity? What tips regarding room design do you have for other companies?
First of all, it is important to create the right basis, and that means that the people in the company must know who they are themselves. Using that as a basis, we can then support our customers in the selection of fitting furniture, adequate colors, and material in order to create an individual workplace. It can be very rewarding to leave tried and trusted paths, and try out new and unaccustomed things in order to create an inspiring atmosphere. This brings vitality into day-to-day routine, and provides topics for conversation for you and your customers. For extremely innovative companies we even develop special innovation rooms today, in order to provide the people with creativity-promoting surroundings.
Thank you for the interview!
Company profile
Blaha Büromöbel (Franz Blaha Industrieges.m.b.H. Korneuburg) belongs to the leading Austrian office furniture manufacturers with a product range that includes the production of office furniture, as well as the planning, design, and furnishing of office facilities. The family company was founded in 1933 by Franz Blaha, and is managed by his son, Friedrich Blaha, today.
With an own production philosophy characterized by extremely deep manufacture, teamwork, and short cycle times, Blaha is able to guarantee a delivery time of 9 days. Next to the core competence »speed«, the company also offers ergonomic, comprehensive planning of office workplaces and rooms.
With numerous new production lines the company that achieves 16.4 million Euros turnover with 115 employees was able to gather attention also internationally. In order to ensure this also in the future, the company has initiated a design and innovation offensive. Along with the existing research and development area, an own design group was installed that enters cooperations with designers and developers.
The Blaha Büro Ideen Zentrum (Blaha Office Ideas Center) in Korneuburg is a special highlight. Visitors can immerse themselves in the world of office on a floor space of 3,500 m2. Modern workplace solutions, as well as future trends can be experienced live in this innovation center. A part of the building was equipped as communication platform under the name »FORUM 21«. Lectures, seminars, and events are organized here constantly. Approximately 5,000 interested visitors participate in these events annually, which are mainly sponsored by Blaha.
www.blaha.co.at
