Management in France Today
Today, the most common management strategy in France is Top Down. The latest MIT “Management Review” indicates that initiatives are still mostly implemented in this way in companies. Managers define a strategy and then implement it. But in recent years we have observed the emergence of new management methods, of so-called liberated companies... Why? Employees are looking for meaning and increasingly feel the need to be listened to and heard.
But which management should be preferred to listen to your employees? And, is it really effective?
The bottom-up: horizontal management
At Teamstarter, we are convinced that for everyone to be heard and considered, initiatives must come from everyone: a bottom-up approach with horizontal management that complements and reinforces the vision of managers. To implement this strategy, we believe that it is necessary to give your employees the means to take initiatives but also to carry them out. Because asking them to get involved in projects is good, but they still need to be able to carry them out. How to allow employees to get involved in business projects without a long, tedious and discouraging process?
The biggest obstacle must therefore be broken: the budget. First of all, they must be given the financial resources.
Indeed, finding the financing necessary to carry out your project as well as the person who will decide on this budget is today the most complicated step that prevents the emergence of many projects in companies.
The creation of Teamstarter
That's exactly why we created Teamstarter with a simple concept: Crowdfunding internal to the company, where all employees will decide how and where to allocate the budget that the company has given them. Our Desire: To Call OnCollective intelligence for relevant business projects to emerge with 2 prerequisites.
The first: collective projects that corresponds to the vision of the managers - our vision of a successful bottom-up and the second we must succeed in convincing the other employees of my company to give life to my project.
Entrusting a budget to each employee is not easy, far from it, and yet you are already doing it! We were not expected to carry out business projects, on the other hand, we were expected to know how to do it! Indeed, projects already existed with our customers before the implementation of Teamstarter, but these were selected by managers or HR teams.
This budget, which is given to employees, is therefore not a new budget, it is just used differently: more effective and closer to everyone's expectations!
Why entrust this budget to your employees?
But why would this budget be better spent if the projects come from employees?
First, a project proposed (and financed) by collaborators is necessarily a project that meets everyone's expectations. Then, with Teamstarter, as an employee, I am empowered, before launching my project I will have to optimize the budget necessary for its realization to put all the chances on my side to reach my goal. I am not the only one who wants to launch a project, if I want it to be 100% funded, I have to convince everyone.
But what is the point of this approach? And what is its impact on employees and the company?
For us, this allows you to have optimized projects while saving money because the entire process comes from your employees: they propose, they finance and then they carry out their projects. Projects are therefore bound to be popular and that is the whole point of Bottom-up : trust by giving your employees a voice to carry out projects that best meet their expectations.
Letting your employees propose and carry out your business projects is encouraging and very engaging for your teams. Entrusting an upfront budget to each of your employees to let them decide is anything but trivial. It is not a communication operation, far from it, it is a real desire to trust your employees to build your company of tomorrow.
Now the question you need to ask yourself is not “are we going bottom-up”, but rather, When ?
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