A focus on the organization is critical to sustain and grow the company.
- Who are you as a company? How do you perform organizational focus?
- What are some factors to ascertain organizational focus? Going through the motions…
- People are the best capital investment!
- Culture, Culture, Culture!
My business school professors always had a great way to introduce the basics of business: make a good product and sell it for more than it costs to make. Simple, right? However, talk to any business owner or manager (even a business that sells only one product) and the complications of that very simple process become visible immediately. Where or how to sell the product? Who to sell the product to? How much of the product do we make? How much does it cost to produce? What is the best pricing? What are the product’s liabilities? Etc., etc., etc. Both “Hard Knocks” and collegiate business graduates can agree, the real success in business is the ability and overall effectiveness of the organization to respond to these questions.
As a business owner or manager, you are responsible to understand the value and operation of your company. You must answer the question, “Who are you as a company?” or ask, “Can your organization respond to these types questions?” Organizational effectiveness is critical to sustain and grow the company. This is a tenet of Peter Drucker’s Spirit of Performance, who states emphatically, “The first requirement of organizational health is a high demand on performance.” But how do you do that? Especially in today’s environment of fast paced data and social media, global reach and impacts, workforce demographics and needs: the list is spiraling. And I would note, not only does the ancient Webster’s definition of circular apply, but the Urban Dictionary of “fast declining emotional state” also applies!
So, what can you do? What should you do? Take a step back and figure out how well your company can respond to the basic questions: Let’s just step back and look at what your company is focused on, really. Think about your day today: Identify 3-5 managers of the company and ask them:
What is the #1 priority, right now, they are focused on TODAY?
Then, compile your answer list answering the following:
|Number of Managers Focused on the Same Priority:|
|Number of Managers Focused on Complementary Priorities:|
|Number of Managers Focused on Adverse or Opposing Priorities:|
Hopefully you passed the test with flying colors and everyone is working on the same priority, or complementary priorities, cohesively. And this priority meets both a short and long term goal.
And then again, maybe it’s just a good day.
Getting everyone on the same page, moving in the same direction will continue to get tougher. Dr. Judy Johnson of Aspirant discussed in her white paper, “Organizational Effectiveness in 2030,” many of the current trends such as globalization and a workforce geographic and demographic challenges will continue to be faced far into the future. And focusing on investments to improve organizational culture, harnessing the talent and diversity of your people, while maintaining a corporate brand pays off. A 2018 McKinsey Productivity Study on “What every CEO need to know about ‘superstar’ companies” cites a key factor of over-performing companies is the intentional direction to invest in intangible assets of the company, such as “software, data, brands, customer contracts, supply-chain partnerships, and even training.” An organization’s design, tactics and culture are the foundation for sustaining a successful company in the future. So, let’s get started!
By Anna Yarashus, Organizational Development Practice Manager, GENEDGE