THE INTRODUCTION OF AN ORGANIZATIONAL ADVENTURE

“If I had a hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask… for once I know the proper question, I could solve the problem in less than five minutes.”
(Albert Einstein)

The signs of a changing time reveals herself in the way how we conduct a vital healthcare organisation. Our Dutch government ask more of her citizens and companies to cooperate and to find solutions that contributes the self-reliance (Siegers, 2016).
According to the Institute of New Technology of Sogeti, companies in 2033 has an average of durability of 5 years. Hunted by social media, politics and society demands transparency, improvement of results in a way that lower costs, give better service an higher efficiency. Our customers (governments, insurance companies, clients and referrers) are changing in loyalty, considering what is in their best interest. The rivalry intensity with other organisations has doubled in the years 2010-2017. But that’s not all! There is a significant lack of adapting and executing a strategy that fits the market. Research shows that more than 50% of the companies fails in executing their strategy, other research indicates a higher percentage of 60-90% (Pijl, 2018). In my opinion it all starts with conducting the right questions that give the landscape a constructive vision and execution of leadership, business model, culture, structures and systems that’s fits the market, client and employees. Thus the strong descripted assumption suggest we live in a new disruptive time where continuity of our service is not self-evident. Continuously proactive improvement is needed to avoid walking to a dead end (Pijl, 2018).

We must take a new route to keep the organisation engaged to his market in a way that employees and customers are intrinsic motivated to a constructive behaviour like cocreation (Siegers, 2016).

Figure 3 De Nieuwe Route (Siegers A, 2012)
To find an adequate engaged co-created route this paper will provide the questions (Kor, Wijnen, & Weggeman, 2008) that has to be answered. In that order we need a deeper understanding how communication (vision, leadership and strategy) works as an organisation (Koschmann, Kuhn, & Pfarrer, 2012).

• Do we realize that our market is rapidly changing? What are the consequences if we think about organizational dynamics?
  Does our top management has relevant knowledge about the trends and development of our markets?
• Is there enough sense of urgency in the middle- and top management that the strength of our agility to answer the needs of the market decides our survival?