Embrace the 21ST Century Organizations’ Open Door Communication Process else…
By Mwangi Wanjumbi – Newtimes B.S. CEO & Chief Consultant/Trainer
It is still in the very early weeks of the New Year 2012. After the X-mass and New Year festivities, everything has just started taking shape. Organizations are still very busy strategizing on the activities ahead. It is time also for change agents to catch up with organizational executives especially to ensure that discussions held at the close of the previous year are put in perspective in the ensuing plans.
Safe for short telephone discussions, mainly for New Year greetings and reminders, not many organizational executives have much time for meetings with external consultants. They need to first examine their requirements for the year. Only then will they open up to fully fledged meetings with the external stakeholders. But, this does not seem to be the case with the staff of PHK Limited (not real name), even though going through the same paces.
PHK Limited is among the top notch local companies in the fast paced financial industry. In this multi-billion shilling turnover company, they know that all the organizational stakeholders are clearly of utmost importance. Indeed, it is through their smooth partnership that PHK limited has gotten this far. Therefore, a call to one of the departmental executive yields some surprising results. “We work from Monday to Friday, 8 am – 5.00 pm. Besides, we have a new Divisional Director whom you may need to meet. Check in any time you have a chance,” Mike intimated.
What a surprise in this part of the world? Appointments and diaries are the order of the day even when they are so hard to comply with. Remember the gridlocks found in almost every road leading to and out of Nairobi City. Imagine how difficult it is to meander around seeking to meet appointments in time. But, there are no hang ups at PHK Limited, as long as the desired executives are in the offices. Yes, the culture of formality appears to have been made irrelevant in this leading company.
So, when a chance presents itself within the week, I walk up to PHK Limited, seeking to meet Mike. Incidentally, we had never met before, safe for some recent exchange of information. Nevertheless, we have severally dealt with the organization in other dimensions, therefore some familiarity. At the reception, I am beckoned to make myself comfortable on the lounge, as I wait for my host.
While waiting, I encounter another surprise. Reuben, the man in charge of managing the billions raked in by the team of 500 staff or so, just appears at the reception. We have one time met in a professional function. Thus, we say hello, exchange a few words and off he goes.
Meanwhile, Mike emerges from the extremely busy offices and seeks my indulgence. “I will not even meet you for long. Instead, I will hand you over to our new divisional director who will be with you shortly,” Mike implores and walks me up to the divisional director’s office.
After a few minutes Kate, the Divisional Director surfaces from another meeting. We familiarize with each other, making the meeting as short as possible. Nevertheless, we agree to exchange more information in the interest of continuity of the existing relationship, the changes at PHK Limited not withstanding. Satisfied with meeting the two senior staffers in the company, I leave for my offices. However, I am perturbed by a few questions.
Why are other organizations in Nairobi and the region not emulating PHK limited? To what extent could this seemly extreme open door communication system be contributing to the continued growth and growth of PHK Limited? Whatever the answers, the Company seems to be in tune with major trends of the 21st century organizations
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