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.
Just like Flamengo (football team) does, i.e., “another level”!
Finally, just two questions:
a) is your company ready to become a VANE?
b) And what if your main competitor becomes a VANE?
Looking forward to serving you soon. Thank you very much!
