You win as a team

Mr Remmers, at Progroup we have some highly automated systems that operate around the clock. What do you see as a particular strength in organisations like this when it comes to working reliably even at high speed?

Georg Remmers: Technology does of course have an important role to play. Modern automation enables a huge level of performance and stability. At the same time, practical experience keeps teaching us that technology on its own does not make a successful company. The crucial factor is the interaction between people and technology. Particularly in production environments that are fast-paced or operate 24/7, you need employees who pay careful attention, take responsibility and continuously look for ways to make improvements. There is a very good metaphor from motor racing here: It is of course essential to have a strong car, but you can only win if you have an excellent driver and a well-drilled team. It is precisely this combination that makes or-ganisations successful over the long term.

What distinguishes companies that manage to keep their employees ­productive?

Performance is not produced simply by asking people to keep on persevering. People remain motivated when they get the chance to take on responsibility, demonstrate their creative freedom and see that their experience is in high demand. Research shows that high requirements are rarely the problem. What matters is whether people feel like they’re being taken seriously. If you feel that all you have to do is respond to orders, sooner or later you’ll run out of energy. This is why companies benefit from actively involving their employees in improvements, problem solving or decisions.

What is it that teams are doing right if they remain capable of acting even in critical situations?

First of all, they need to actually be a team. That might sound obvious, but it’s not. Successful teams have well-rehearsed communication routines and have prepared for critical situations. In motor racing, a race is often decided in fractions of a second, for example if an unscheduled pit stop is required. Each action is perfect because processes have been clearly defined and trained again and again. In production environments, it’s also well worth simulating critical scenarios and practising them together. This creates peace of mind when it really matters.

What role does communication play in this?

A key one. In acute situations, communication needs to be quick, clear and efficient. On the other hand, when it comes to improvements or innovations, you need open discussions and different perspectives. Organisations need both: clear communication at critical moments and open communication for learning and further development.

How can change be implemented even when a company has a high operational workload?

Above all by providing clarity. People need to know which issues have priority and what can wait. Many changes fail because people try to do too many things all at once. There also needs to be a common understanding within the leadership team. If different divisions send out different messages, this creates a lack of orientation. Successful change doesn’t usually come about through large schemes on their own, but through lots of small, visible progress made on a daily basis.

How can employees be won over to embrace changes?

People need to understand why changes are necessary and how they can contribute to these changes themselves. This requires a persuasive story: Why are we changing? Where do we want to get to? And how are we going to get there? Alongside an appreciation that the previous approach is not adequate, every change also requires an attractive image of the future that people can identify with.

What do employees expect from their managers during times of change?

Managers need to be present. They’re the most important ambassadors for change. They provide guidance, listen and keep explaining the right direction. People rarely follow changes on the basis of concepts or presentations, but rather embrace them primarily due to the credibility of the people who champion them, explain connections and make decisions. In critical situations, this means absorbing information quickly and taking responsibility. During periods of general uncertainty, the main thing is to communicate regularly and make it easy to understand how the situation is being addressed.

Many companies pay a great deal of attention to their corporate ­culture. How can you maintain a strong identity across generations?

Successful companies usually have clear values and principles that provide guidance. They form a stable anchor. At the same time, culture must not be mistaken for standing still. Companies need to evolve and in some cases also reinvent themselves. Values can act as a compass while structures, processes and ways of working are continuously adapted. What’s crucial is having the ability to preserve what has been shown to work and yet still remain open to new things.

Mistakes can never be prevented entirely in day-to-day work. Why are some organisations better at learning from them than others?

An important first step is to make a distinction between rule violations and failures. For example, someone who deliberately violates rules governing safety is acting differently to someone who makes a decision that subsequently turns out to be less than ideal. If you dare to try new things, you inevitably take risks. This creates experiences you can learn from. A good error culture is one where people can speak about problems openly. If organisations can manage to ensure that errors produce solutions rather than apportioning blame, this will create an environment in which learning and innovation can thrive.

You started off by making a com­parison with motor racing. What can companies learn from this?

That success is never based solely on a single factor. It requires a combination of strategy, structure and culture. A clear direction, processes that work and a culture that promotes collaboration and learning. Enduring success will only happen if these three areas work together.