“Extreme helderheid stelt organisaties als New Black in staat om continu te verbeteren, bottlenecks weg te nemen en maximaal gebruik te maken van talent en energie.”
– Diederick Janse
The need for adaptive to change for customers
New Black often works for large – often international – retailers and brands. It is precisely these organizations that are often not agile. Steven has seen a huge shift in the past few years and pressure on those organizations because they face so many changes. “Most companies now realize that if they do not start a digital transformation, they will be stuck in a relatively short period of time. They will lose their advantage on competitors, new entrants or providers of alternative products and/ or services. Currently we see the fashion market becoming the hotspot of the digital transformation. This creates a lot of pressure both on the brands and on the retailers. And that leads to gigantic changes.
What customers see from our adaptability differs. There are plenty of examples
of incredible experiences. Like problem issues, which normally have an average of 9 months of lead time. We can realize this in 9 days. In addition, everything we have in technology is real time. That gives the opportunity to create interesting dashboards with amazing insights. We can often tell our customers more about themselves and their customers than they can themselves. ”
Compatible with the customer’s method
The business of New Black’s customers is changing, but the organizations themselves often have been working in the same way for years and often go from one reorganization to another. This is also visible during the projects with large enterprises. “The big enterprises – the corporates – have long-formed grinding patterns that form enormous forces to maintain the status, which therefore stands out as much resistance from within against innovations. Moreover, they often work with multiple IT partners. They are used to how they have always done it. It is often the complete opposite of our holistic approach and our slogan ‘Cut the Crap’. It therefore requires considerable adaptability from us to successfully complete these types of projects.
We also choose fun customers, so we choose the enterprises that have innovation high on the agenda from the top. What we notice is that the summit indeed has active ideas about innovation, but that two layers below it has not yet been embraced. There work is done in an ‘old’ way. So on the one hand we are very sure how we think it should be done right, on the other hand we have to make continuous adjustments to be compatible with the different ranks of our customers and the way certain departments or managers work.”
Leadership from the inside
“We preach that we help companies to become adaptive to change, so we feel the need to be that too. Holacracy helps us with this, first with the creation and distribution of roles, roles work much better for us than functions, because roles are smaller and more specific than classical functions and job profiles. This makes it much easier to let people do what they like and what they have or think they have talents. In fact, it helps to break down traditional silos such as purchasing, sales, marketing and administration into smaller roles and to create collections of roles that at that moment in time fit the capacities and energy of the people. This leads to much more job satisfaction and a much higher productivity.
Also working on the basis of the tensions, within Holacracy fits us very well, this encourages people to actively report where they are irritated or which potential they still see too much unused. In our point of view, this directly contributes to building and maintaining the culture we want, in which transparency, teamwork and trust are of paramount importance.”