In modern management literature you see a combination of hard and soft aspects. The hard side is mainly expressed in the focus on effectiveness, efficiency, and manageability & control, while the soft side emphasizes attention to the motivation and synergy of people. It is important that both are brought into balance. The balance differs per organization and also changes as you go through the organizational lifecycle.
Management often has a feeling that they have no control over the accommodation. Where does this feeling come from? Is there too little measurement or are the wrong things being measured?
Does gaining control mean more measuring or is it mainly about identifying the relevant accommodation matters that add value to the organizational goals? What should it contribute to? What do we want to achieve? How can we achieve that? How can we manage risks? How is it perceived by the users?
An accommodation GPS system facilitates periodic navigation on the ‘Strategic Accommodation Roadmap’. It is a methodical way to map out future frictions in the quantitative and qualitative accommodation situation based on organizational policy. This involves looking at the current accommodation (now), the future availability of accommodation if policy remains unchanged (future) and the future accommodation need (desired). A confrontation between these parameters provides insight into possible (strategic) frictions and gives direction to the necessary (preventive) interventions to prevent or reduce the frictions. In this way, accommodation remains attuned to the organizational strategy and current spearheads.
As an organization, dare to think big, but start small. Experiment and gradually find out which form and speed of implementation best suits the organization.