What they have in common is that each tries to offer answers to at least the following questions:
- Under what form do we remain competitive in a world that is rapidly changing, unpredictable, complex and ambiguous?
- How do we attract the right people in a tight labour market and keep employees enthusiastically on board for longer?
- How do we deal with legitimate demands for more employee participation and involvement?
- How do we give employees (back) impact on their work domain?
- How do we create and encourage ownership?
- And in all this, how do we ensure that quality of execution and discipline remain the basis of action?
Existing organisations also ask themselves to what extent their structures, systems and behavioural patterns are adequate to meet the current challenges. Based on years of accumulated experience in guiding organisations, complemented by findings from recent research and partly inspired by cooperation with bodies such as Flanders Synergie, Stanwick has developed his TAO 2.0 model. TAO is an acronym and stands for ‘Team’, ‘Autonomy’ and ‘Organisation’, the 3 basic perspectives around which Stanwick has built an organisational assessment tool. TAO also stands for Chinese ‘being on the move’, undertaking a change journey.
Based on an analysis of an organisation from 7 perspectives, the TAO 2.0 insightfully shapes strength and growth potential of organisations. These 7 perspectives are:
- TAO (meaning and purposeful change),
- teamwork,
- growth towards autonomy and empowerment,
- organisational support,
- degree of entrepreneurship,
- way of leading,
- adapted structuring or organisational design.
