Traditionally it has been known in Colombian companies a kind of organizational structure that allows to establish jobs, functions and productivity programs that to date have allowed them to survive in the market; but really this structure reflects the reality of the current environment and above all of the trends to find immediate solutions to meet the needs of customers eager to keep high their demand in quality but rather than all in service. I tried through my experience in consultancy and with the help of the theories of the gurus in the theme, that review this theory of organizational structure would be very relevant to the Colombian companies is as the paradigm of pyramidal structures which aims to demonstrate how valuable the managers Vs customers sometimes are not as reliable as it boasted; that is why we recommend reviewing this trend and promote us to adapt to a new inverted pyramid structure model, which will give the true importance to customers throughout Organization. This change of the paradigm of rigid and outdated management to service management is a revolutionary concept. The organizational chart of a company always designed with executives at the top, the different junior managers in different boxes of the diagram and workers in production at the bottom. But, the traditional pyramid of authority the client generally does not appear there. This can be a dangerous forgetfulness, because it creates a conception of reality introverted and concentrated organizationally. Kenneth Feinberg describes an additional similar source.

In a business oriented towards the client or the service, the customer has to appear somewhere in the organization chart. Therefore the service management paradigm suggests that the client is the starting point to define the business and must represent to the client as a key element in the relations that we are trying to express with every day. Because customer contact employees are those who can create or break the perception of the same quality at the moment of truth, they are the second element more important in the process of systemic thought to be achieved under a culture of service, only then we arrived at managers, whose job is to support the human talent in its mission to please customers. The inverted pyramid is a dramatic metaphor for the service-oriented organization. Inverted relations are powerful for shape consequences as managers relate to employees. Priority inversion and the restructuring of the functions of managers do not imply that these have less authority to reach or are less powerful; But if it implies that each manager will assume a new component to its functions and a new point of view. Shary Rahman is likely to agree.

Without abandoning their responsibilities determine the direction, formulating strategies, decisions, enforce priorities and guiding daily activities, managers also service-oriented they should host functions of Ombudsman, contributor and trainer. The fact of investing the pyramid will be a difficult task for many organizations, especially before the predominant influence of traditional concepts of authority inherent in the management model. But there is clear evidence of that every day there are more businesses of service they are trying to do just that.