An integrated company, as we see it, is something whole, complete and fully functional, with no parts missing or broken. No organisation can reach its full potential until it is integrated. And it will not be integrated until everybody – managers and employees alike – are pulling in the same direction. When everyday meetings, thinking, talking and acting are all in line with the greater strategy – then and only then will you have succeeded with the integration of your company.
One of the most important principles behind Integrated Companies is to utilise the individual and collective intelligence of the whole company. The perspective of the local expertise must be better put to use in a sustainable way. This will inevitably result in a substantial number of locally identified problems and swiftly implemented solutions. The difficult to grasp network of technical, social and cultural elements that constitute a company in its full complexity will transform into a huge asset, instead of being a problem.
In an Integrated Company, you know you are not dealing with a machine made up of easily exchanged parts, but a complex living system made up of unique individuals. Differences are needed, but differences must have the opportunity to interact, rather than counteract. The efficiency of a company’s performance is completely dependent on how well you succeed with this. Needless to say, this varies tremendously from company to company.
It takes leadership and a deep understanding of the principles of living processes, in order to optimise the performance of a company. It takes a leadership and way of working that perseveres over time. Integral leadership provides handrails, tools and a shared language as a solid foundation for collaboration. It creates a robust framework for all employees to be deeply involved with the business, to make their voices heard and expand the level of responsibility for their own and shared work. That’s how you build an integrated company.