Traditional Company X VANE – 7 comparative points
As per the recent article below, I presented VANE – Virtual Agile Networking Enterprise. Let’s look at a quick comparison between a traditional company versus a VANE.
1. Leadership: generally top down / pyramidal with well-defined hierarchy versus transformational and matrix model of stakeholders management;
2. Engagement: employees follow the rules of management versus talents are invited (buy in) to adhere to the VANE model gradually and progressively;
3. Action: the team acts according to its job description (each one in one´s square) versus job description + mega networkers and lead generators, in favor of the company;
4. Compensation: package defined by the position versus agreed compensation + variable extra income depending on the economic value actually created and measured;
5. Chief Networking Officer: Non-existent or even informal versus clear and defined CNO´s leadership with the stakeholders management team, in full alignment with CEO´s and strategic HR´s policies;
6. Innovative Culture: Most companies want to be innovative but always stop at the question “where has this ever been implemented before?” versus an absolutely innovative, disruptive and constantly transformational culture of a VANE.
7. Growth: in good years, growth happens, with profits and hiring / in bad years, we have shrinkage, losses and layoffs versus a model in which all employees are brand ambassadors and co-responsible for growth, ie, everyone attacks to increase turnover and everyone defends to avoid losses with regional and even global scopes.
