{"id":2893,"date":"2020-01-28T14:12:15","date_gmt":"2020-01-28T13:12:15","guid":{"rendered":"https:\/\/egn.com\/dk\/?p=2893"},"modified":"2023-04-05T12:41:57","modified_gmt":"2023-04-05T10:41:57","slug":"gazelle-virksomhed-har-droppet-ledelseshierarkiet","status":"publish","type":"post","link":"https:\/\/egn.com\/dk\/gazelle-virksomhed-har-droppet-ledelseshierarkiet\/","title":{"rendered":"Gazelle-virksomhed har droppet ledelseshierarkiet"},"content":{"rendered":"<p><strong>HOS DAXIOMATIC HAR MAN DROPPET MELLEMLEDERROLLEN, OG GIVER I STEDET MEDARBEJDERNE ANSVARET FOR AT F\u00d8RE VIRKSOMHEDEN TIL TOPS. OG DET LADER TIL AT VIRKE. I HVERT FALD VANDT DAXIOMATIC, DER S\u00c6LGER ERP-SYSTEMER, SIDSTE \u00c5RS GAZELLE-PRIS.<\/strong><\/p>\n<p>Hos it-virksomheden\u00a0<a href=\"https:\/\/daxiomatic.dk\/\" target=\"_blank\" rel=\"noopener noreferrer\">Daxiomatic<\/a>\u00a0er der ingen mellemledere. Intet magthierarki. For virksomheden er form\u00e5lsdrevet, og det ansvar kan medarbejderne \u2013 eller kollegerne &#8211; sagtens selv tage p\u00e5 sig.<\/p>\n<p>Det\u00a0mener Jesper Refning, Managing Partner i Daxiomatic &#8211; og medlem af EGNs netv\u00e6rksgruppe for administrerende direkt\u00f8rer p\u00e5\u00a0Fyn &amp; Trekantsomr\u00e5det.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-5295\" src=\"https:\/\/egn.com\/dk\/wp-content\/uploads\/sites\/3\/2020\/01\/Jesper_reffning.png\" alt=\"\" width=\"150\" height=\"150\" srcset=\"https:\/\/egn.com\/dk\/wp-content\/uploads\/sites\/3\/2020\/01\/Jesper_reffning.png 150w, https:\/\/egn.com\/dk\/wp-content\/uploads\/sites\/3\/2020\/01\/Jesper_reffning-24x24.png 24w, https:\/\/egn.com\/dk\/wp-content\/uploads\/sites\/3\/2020\/01\/Jesper_reffning-36x36.png 36w, https:\/\/egn.com\/dk\/wp-content\/uploads\/sites\/3\/2020\/01\/Jesper_reffning-48x48.png 48w\" sizes=\"auto, (max-width: 150px) 100vw, 150px\" \/><\/p>\n<p><em>Jesper Refning er medlem af EGN Netv\u00e6rk Danmarks topledernetv\u00e6rk og Managing Partner i Gazelle-virksomheden Daxiomatic.\u00a0<\/em><\/p>\n<p>\u201dDa virksomheden begyndte at vokse, og vi var en 15 medarbejdere, refererede alle til mig \u2013 og jeg sagde bare ja til alt. I takt med at vi var ved at blive st\u00f8rre, talte vi derfor om, at tiden nu var inde til at ans\u00e6tte nogle mellemledere,\u201d fort\u00e6ller Jesper Refning:<\/p>\n<p>\u201dProblemet var bare, at gode chefer viste sig at v\u00e6re uhyre sj\u00e6ldne. Og ingen af os kunne faktisk komme i tanke om en, vi havde lyst til at ans\u00e6tte.\u201d<\/p>\n<p><strong>Frihed under ansvar<\/strong><br \/>\nIf\u00f8lge Jesper Refning handler \u00e6gte god ledelse nemlig om, at lederen er uselvisk, og det er \u201den knap ressource i samfundet.\u201d<\/p>\n<p>\u201dS\u00e5 vi spurgte os selv, om mellemlederne overhovedet var n\u00f8dvendige? For i virkeligheden havde samfundet m\u00e5ske bare trukket nogle normer ned over vores hoveder, som foreskrev, at et magthierarki var n\u00f8dvendigt for at f\u00e5 succes? Og s\u00e5 besluttede vi os for at pr\u00f8ve at f\u00e5 det til at fungere uden.\u201d<\/p>\n<p><strong>Ingen flaskehalse<\/strong><br \/>\nI dag er Daxiomatic en selvledende virksomhed. Det betyder, at medarbejdere selv bestemmer og fungerer ud fra terminologien om frihed under ansvar.<\/p>\n<p>\u201dMennesker navigerer til dagligt rundt i uhyre komplekse tilv\u00e6relser, hvor de styrer deres eget liv. Alligevel er der s\u00e5 en, der skal bestemme over dem, n\u00e5r de kommer p\u00e5 arbejde. Hvorfor? Jeg har indset, at mennesker godt kan selv, selv om det selvf\u00f8lgelig ogs\u00e5 nogle dage kan v\u00e6re sv\u00e6rt,\u201d siger Jesper Refning:<\/p>\n<p><a href=\"https:\/\/www.egn.dk\/indsigt\/styrk-dit-lederskab-gennem-motivation\">L\u00e6s ogs\u00e5:\u00a0Styrk dit lederskab gennem motivation<\/a><\/p>\n<p>\u201dFor folk beg\u00e5r fejl \u2013 men det g\u00f8r de ogs\u00e5, n\u00e5r der er en chef. Forskellen er, at der her ikke er plads til en \u201dcover my ass\u201d-kultur, og vi ikke har ledere, der konstant ender som flaskehalse. Medarbejderne skal tage deres ansvar p\u00e5 sig for at arbejde her. Det er selvf\u00f8lgelig ikke alle, der kan det \u2013 selv om de m\u00e5ske troede det \u2013 men det indser de som regel stille og roligt og finder sig et andet job, der er mere dem.\u201d<\/p>\n<p><strong>Arbejder for samme m\u00e5l<\/strong><br \/>\nSelv om Daxiomatic har haft succes med selvledelse, er alt selvf\u00f8lgelig ikke altid guld og gr\u00f8nne skove. Is\u00e6r ikke n\u00e5r der opst\u00e5r de konflikter mellem kolleger, som nu engang opst\u00e5r p\u00e5 arbejdspladser.<\/p>\n<blockquote><p>Vi er de dygtigste, fordi vi er de gladeste, og vi er glade, fordi vi arbejder for det samme m\u00e5l<\/p><\/blockquote>\n<p>\u201dS\u00e5dan noget som, at en kollega f\u00f8ler, at den anden ikke br\u00e6nder nok for form\u00e5let, kan skabe konflikter. Eller hvis en kollega har lavet noget m\u00f8g, og en anden kollega t\u00e6nker uha, men ikke taler med personen om det,\u201d siger Jesper Refning, som forklarer, at n\u00e5r det sker, tilbyder han sin sparring og giver gode r\u00e5d, men g\u00e5r ikke ind og sk\u00e6rer igennem:<\/p>\n<p>\u201dTil geng\u00e6ld oplever jeg ogs\u00e5, at mine kolleger tager ansvaret p\u00e5 sig i s\u00e5dan en grad, at de n\u00e6sten ikke vil have os andre til at hj\u00e6lpe. For Daxiomatic betyder s\u00e5 meget for dem. Det er fordi vi \u2013 udover at s\u00e6lge ERP-systemer, hvilket vi jo g\u00f8r udover at have en speciel ledelsesform \u2013 er en form\u00e5lsdrevet virksomhed. Vi er de dygtigste, fordi vi er de gladeste, og vi er glade, fordi vi arbejder for det samme m\u00e5l. Nemlig vores kunder.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"<p>HOS DAXIOMATIC HAR MAN DROPPET MELLEMLEDERROLLEN, OG GIVER I STEDET MEDARBEJDERNE ANSVARET FOR AT F\u00d8RE VIRKSOMHEDEN TIL TOPS. OG DET LADER TIL AT VIRKE. I HVERT FALD VANDT DAXIOMATIC, DER S\u00c6LGER ERP-SYSTEMER, SIDSTE \u00c5RS GAZELLE-PRIS. Hos it-virksomheden\u00a0Daxiomatic\u00a0er der ingen mellemledere. Intet magthierarki. For virksomheden er form\u00e5lsdrevet, og det ansvar kan medarbejderne \u2013 eller kollegerne &#8211;<a href=\"https:\/\/egn.com\/dk\/gazelle-virksomhed-har-droppet-ledelseshierarkiet\/\">Forts\u00e6t med at l\u00e6se <span class=\"sr-only\">&#8220;Gazelle-virksomhed har droppet ledelseshierarkiet&#8221;<\/span><\/a><\/p>\n","protected":false},"author":15,"featured_media":2894,"comment_status":"closed","ping_status":"open","sticky":false,"template":"insight-single.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[281],"tags":[],"class_list":["post-2893","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ledelse-i-praksis"],"acf":[],"yoast_head":"<title>Gazelle-virksomhed har droppet ledelseshierarkiet<\/title>\n<meta name=\"description\" content=\"Hos it-virksomheden\u00a0Daxiomatic\u00a0er der ingen mellemledere. 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