The ‘operating system’ refers to the social and cultural aspects of an organisation that significantly influence its functioning and development. It describes the basic principles of working methods and interactions. In addition to adapting and/or redesigning the organisational structure and processes, the development of an operating system is an important basis for change and transformation processes. It redefines and redesigns collaboration and cooperation within the organisation. Important components of the operating system are the value basis of the organisation, the basic principles of cooperation, the understanding of leadership, the decision-making systems and the type of communication – from the design of the meeting structure and meeting culture to guidelines for dealing with conflicts and the design of informal organisational rituals and meta-reflections.
The rules of cooperation define how employees interact with each other, communicate and make decisions. The value base is based on the organisational culture and makes this discussable; the understanding of leadership defines the expectations of managers and their role in the company. The decision-making systems determine how decisions are made, who is involved and how power is distributed. Rituals and meta-reflections serve to strengthen cohesion, cultivate the corporate culture and learn from experience. Communication is a central component of the operating system and has a significant influence on the flow of information and understanding within the organisation.
Conclusion: The organisational operating system forms an important pillar of the structural and procedural organisation of an organisation. It shapes and influences the identity, working methods and development of an organisation. The conscious formulation, adoption and further development of the operating system is crucial for the long-term success and adaptability of an organisation to changing conditions and requirements.