Renewal of the Human Interaction Operating System (HIOS)

“If relationships and cooperation are good, no form of organization, no process or rule can prevent success. If relationships and cooperation are bad, no form of organization, no process or rule can ensure success.“
Thomas Weegen

The Human Interaction Operating System (HIOS)

Today, everybody owns a computer or a smart phone. In order for these devices to work properly, they need an operating system, a number of programs that allow a computer or another device to function smoothly. Translated to the functioning of an organization, this means that the operating system controls and ensures the smooth interaction of all parties within a given organizational structure.

Based on our observations, we believe that the existing operating system that shapes cooperation, leadership, communication and decision-making processes, among others, has been largely exhausted in many organizations. Slight improvements can only be achieved with considerable effort. Energy and ease often turn into paralysis and resignation. Many people involved feel that things really cannot continue as they are. We believe that these organizations have reached a transformation barrier, where optimizing the existing status quo is simply not enough and a transformation step to a new level becomes necessary.

Often, this step is being associated with the catchword “digitalization“; however, we believe that this is only one side of the coin. We are convinced that a new form of interaction within the organization and even beyond company boundaries is needed in order to take advantage of the full potential of its work force and to generate the energy and ease necessary for this process. For us, this means a new operating system is needed, one that – regardless of the organizational structure (hierarchical, matrix, agile) – creates the conditions for information to flow, for employees to realize their full potential, and to ensure that the appropriate decisions are taken where they make sense. This often requires a new attitude, a new approach to cooperation and leadership. We believe that this is an essential feature of a Human Interaction Operating System and a prerequisite in order to initiate and ensure a successful and dynamic reorientation of one or all aspects of business development.


The four success factors of the Human Interaction Operating System

An agile organization is one that has a Human Interaction Operating System with the following success factors:


Factor 1: Focusing on customers and aims

The customer, in mind and the purpose, clear.

Every employee knows his internal and external customers. The employee understands exactly for what purpose the results of his labor are needed by his customers. He supports the company’s objectives and can see the meaning of his work reflected in the company’s aims.


Factor 2: Releasing energy and inspiring people

Acting from a position of empowerment.

Employees feel a sustainable sense of empowerment and are committed to achieving the company’s objectives. There are no destructive processes that suck the energy out of the organization and its employees.


Factor 3: Developing and using strengths

Using the skills, knowledge and potentials of all employees.

The different skill sets, the knowledge and the experience of every employee are valued by all. The potential of each employee is recognized. Every employee sees it as his task to make ever better use of the strengths of his colleagues for the success of the organization.


Factor 4: Continuing learning and development

Continuing learning and development on all three levels: products and markets, structures and processes, leadership and cooperation

All employees take care of their own continual development and are directly involved in the further development of the organization on all three levels. A high number of quick learning cycles are in place.


Plus-Factor: Transformation

Understanding and facilitating transformation.

Do all employees understand the difference between transformation and change? Are they able to recognize the symptoms that can be observed when approaching a transformation barrier, and which signal the need for a transformation? Are they aware of the attitudes and approaches that facilitate transformation and enable breaking through the barrier? Do they understand how existing individual strengths as well as the strengths of the organization as a whole can be adapted and made available for successful functioning in a new and different context?


If the Human Interaction Operating System of an organization is able to put these success factors into action, the necessary conditions for resilience and a high capacity to adapt are met.


Food for thought

How well is your Human Interaction Operating System positioned in order to overcome future challenges?
Which strengths that have made your organization successful so far can you build on?
To what extent are you using the potential of all employees?
What importance does your organization place on continual learning and development?

We are happy to support you in all questions concerning the Human Interaction Operating System in your organization.
Please contact us.