On the verge of a new business reality

Modern business life with all its peculiarities is determined by the core nature of human beings lingering behind the ever accelerating environmental changes. The latter include:

  • Robotization and labor substitution;
  • Skilled labor scarcity;
  • Depression and alienation as features of mentality;
  • Psychology-driven urge for growth;
  • Competition shift from quality to relationships;
  • Competition shift from service to operational efficiency;
  • Growing importance of speed and thus data processing capacity;
  • Lack of cyber security;
  • Global risks caused by cyber attacks;
  • Data overload;
  • Financial system uncertainty boosted by cryptocurrencies;
  • Overall uncertainty caused by multitude of interests;
  • Political crises & wars;
  • Aging population;
  • And other externalities.

With all these changes, the basic human nature stays largely the same with respect to neurophysiological, genetic constants and even values which may drift externally, however keeping a tight connection to their ancient roots.

The gap between the environmental circumstances and internal architecture fuels inner conflicts in human beings and teams, hinders productivity and performance, causes psychotic and neuropathic disorders.

This observation gives rise to idea of a convergence point proximity, after which a new format of business relationships will enter our daily reality that will eliminate the gap mentioned by adapting the internal processes with those external. If this does not happen, further business system development might prove incompatible with life.

If you take just another glance at the above list of challenges, you might find some points converging with each other. Frankly, I put them in a sequence of pairs, where each pair of challenges seems to have a potential of eliminating each other, at least partially, at least in ideal conditions. I realize this list is not full and definitely arguable, but my desire here is to illustrate that all actual challenges are resolvable easily enough, however their resolution requires a certain voluntary change performed by thinking beings. By us.

Modern business literature suggests examples of business structures that seem to be pioneering the new relationship paradigm. Here I refer you to Frederic Laloux and Tony Shay.

What is puzzling about those examples is that similar structure implementation tends to fail due to certain shortcomings of the change driving team mindset. It is not enough to have an explicit step-by-step guide to a new management system deployment, rather it takes something else, namely, a deep readiness of one’s value system and a fine internal sensation of what is right for this market, for this company, for this particular bunch of workers, and for the management team, of course.

This is completely in line with Laloux’ remark in his “Reinventing Organizations”, where he clearly put that one should not try to introduce any of the models described in the book, rather consider the corporate future together with colleagues and find their own evolutionary way to a new sustainable structure. Of course this kind of sophisticated transformation requires a tremendous creativity, facilitation skills and a strong will for changes. The latter is scarce, while the former two are delegatable to coaches and consultants.

As a consultant, I have always dealt with companies either striving for transformation or having just gone through one.

I started my career with personnel surveys and engagement. My customers hired me to unite employees, activate their collective intellect and lead them all the way to needful improvements in particular business functions.

Later on, I found it vital to take responsibility for complex improvement of whole clusters of business processes, starting with marketing, sales and service and moving on to value creation and HR management, taking care both of people relationship fostering and IT environment optimization. I called it human & digital transformation (HD Trance), in fact I still do.

But the system still stayed incomplete before a happy coincidence allowed me to realize that helping key individuals to figure out their personal goals and relationships with the business and its environment, including personnel, makes the rest of developmental tasks much easier and boosts the overall business transformation effort performance.

Since I have already had a skill in psychotherapy by that time, I went on with experimenting and research striving not only to coach my customers, but actually to improve their mind strategies, help them to let go of their limiting beliefs, acquire new productive habits, and develop desirable behavior patterns. Practice has shown that thanks to this individual service, even if it took one business day per company, the rest of business transformation commitments won productivity in the following ways:

  • Correct goal setting unbiased by personal negative experience and blind areas;
  • Deep collaboration and mutual trust with the top management team;
  • No unexpected challenges at the transition;
  • Instant improvements in internal service and other business functions;
  • No time waste on underproductive discussions.

I called my new service businesstherapy. The term was not new, however other consultants who employed the same word were either taking care of their customers’ mind strategies or business structures, while I adopted an integrative approach.

Besides the individual businesstherapy, which is the narrow meaning of this term, I distinguish a corporate businesstherapy, namely a business transformation based on individual businesstherapy, also including a close work with teams including team diagnostics and therapy.

This book is intended to describe all the basic principles of businesstherapy as I see it and help both business psychology experts and business consultants adopt some of its powerful tools to improve their results.

I believe businesstherapy is one of the most available and secure ways to a sustainable business transformation that has a capacity of creating new viable business structures independent of templates and tailored for their markets and specific people who connect their lives with the businesses involved.

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