increase their e
ectiveness. Someone who doesn’t want to reinvent the wheel, but wants to make useof the opportunities that are already there.
Easycracy is not speciﬁc to a certain type of organization. Government or industry, it doesn't reallymatter. Just as bureaucracy dominates in both government institutes and large commercial companies.For an easycrat it doesn't make any di
erence whether the easycratic way of working is applied in anon-proﬁt environment to resolve a social issue, or in the context of increasing the market share of amultinational listed on the stock exchange.
And neither is easycracy linked to ranks or classes. Anyone can be an easycrat, from the CEO to theyoungest waiter, from minister to civil servant. Easycracy runs right through all existing hierarchies. Viacountless formal and informal networks, contacts exist between the high-ranked and the low-rankedwithin the existing hierarchical structure. Individuals communicate with each other and these contactsimpact not only the decision-making process, but increasingly – and with ever more signiﬁcantconsequences – directly on the implementation of new initiatives.
THE TRADITIONAL MANAGER WILL ALSO BENEFIT
But the traditional, conservative-thinking manager or supervisor can also beneﬁt from knowledgeabout easycracy. Because every manager knows, deep down, that conservatism can never be more thana temporary strategy designed to help an organization survive. However perfect an organization maybe, the world around it will continue to evolve. The environment of an organization is constantlychanging. The customer's demands are changing, the needs of employees are changing, the supply inthe labour market is changing, technology is changing and the competitor's range of goods andservices is changing. And if it wasn't already complex enough, as a result of this continuous stream of changes, the threats and competition aren't just coming from the usual suspects. KLM isn't competingonly with Easyjet, but also with new high-speed trains that may become a viable alternative for airtravel. Coca-Cola isn't competing just with Pepsi, but also with a brand of drink that's launching a newand improved fresh fruit juice onto the market. The popular Dutch commercial TV station RTL isn't justhaving to compete with the other main commercial TV station SBS6 and with the public broadcastingcompanies, but also with ﬁlm DVDs that can be found in record shop bins at two euros apiece. Thepopular café-bar isn't just having to deal with the threats of customers switching allegiances to thenew trendy café in town, it's also competing against people's living rooms, where the customer isallowed to smoke.
So we're not making a wild assumption when we say that every organization that chooses to takethe conservative route is digging their own grave. Sooner or later, radical changes in supply anddemand in the economy will mean the end of the previously so successful traditionalist organization.Adapting and improving the organization constantly is essential if you want to survive.
Changes are essential. With their innate desire for change, easycrats can therefore become naturalallies of the conservative, traditional manager. Because both are pursuing the same goal – making surethat the organization continues to make a useful contribution, so that the organization will have aviable future.
An indirect beneﬁt for the traditional managers is that the easycrats are not out to pull the rug fromunder their feet. Because those in power are often deeply suspicious of change-oriented powers withintheir organization. In the 20th century management theories, hierarchy played a crucial role.