Companies without capital or structures of magnitude compete successfully in the elaboration and commercialization of last generation goods. Access to technology is not the only cause of this paradox. There is a second reason, equally important as the first, and it is called organization.
One of the characteristics, perhaps one of the most important that is perceived in the productive activity, is the simplicity with which it is possible to access technology for the production of goods, which in other times was only available to large organizations. This fact has allowed companies without capital or large structures to compete successfully in the production and, especially, in the commercialization of state-of-the-art goods.
Access to technology is not the only cause of this paradox. There is a second reason, equally important as the first, and it is called organization.
In the past, the organization was essentially concentrated on productive activity. By lowering costs and providing the best product, companies won markets and customers with some ease. The competitive race was to produce at the lowest cost and highest quality, which in itself was a major achievement.
Today the markets have changed, adding some requirements that, when it comes to survival, become essential for companies.
The first condition that a company must have is flexibility, that is, the ability to adapt. This means agile and simple structures that can be adapted, without too much effort, to the changes that reality continually imposes in order to continue competing successfully.
The second condition is to integrate efforts as work teams, where the most competitive thing about a person or group is the ability to collaborate with the environment. Before, each sector of the company worked for its own objectives, trying to be consistent with the goals of the company, but without ceasing to rival the other areas. This was part of what was considered internal competition. The problem with this attitude, still in force today in many organizations, is that it prevents integrating efforts, making the activity of those who act according to these principles favor the company's true rivals: its competitors in the market.
The last aspect, decisive in the survival of a company, is that all of it behaves like a servant attentive to the requirements of its benefactor, that is, the client, trying to satisfy their needs, to the extent that its own resources do so. allow and, in case of not being able to do so, seek the collaboration of others who are suitable for the task.
The organization aims to coordinate the resources of a company so that it is permeable to the requirements of reality, and at the same time uses its full potential to adapt to those requirements. The organization will be effective to the extent that it is a means that allows companies to offer goods that are adapted to the needs and priorities of the markets.
There is a belief that organization and order are similar concepts. The difference is that order is generally an end in itself, or it responds to habits that often do not take the environment into account. On the other hand, the organization is the easiest way to integrate into the environment. When this does not happen, the company ceases to be part of the market and no longer fulfills its main objective: to satisfy its interests.
