Nature of Organizations

We KNOW! Organizations are products of the ways that people imagine, think, act and interact in differing situations, exploit the opportunities provided to them and actively engage and manage themselves given business dynamics. People in turn become products of experiences, interactions, connections, interfaces, feedback and collaborations in such organizations.

Experiences and connections are made possible by the processes deployed by organizations. And best of processes are those that are practiced seamlessly enabled by technology that facilitates behaviors as it happens for people segments across time zones, geographies, languages, values, and cultures.

  1. The nature of an organization is what exemplifies it, describes its character, and makes its shape recognizable. It encompasses the choices that will be made about future products and services, as well as future customers and markets.

  2. In business today, strategy traditionally answers the question "How can we compete in the market, and maintain an advantage?"

  3. Strategic organizations provide the vision, direction, and the purpose of growth for any organization.

  4. Strategic focus is not about small goals, micromanagement of business strategies or delivering poor customer satisfaction.

  5. Rather, it provides an all-encompassing umbrella under which businesses and leadership devise appropriate strategies, goals to create value.

  6. Strategic leadership provides clarity regarding to two strategic issues; what should be the plan of action by providing the vision, direction, and creating the context for growth;

  7. Plan on how to execute the plan by sketching out a road map for the organization that will allow it to unleash its potential, by crafting the corporation’s portfolio,

  8. Help determine what businesses should be there, what are the performance requirements of the business, and what type of alliances make sense.

Being = Vision X Culture X Strategy X Commitment - “An organization that seeks to change its nature and be something different focuses on four requisites: vision, culture, strategy, and commitment.

These four issues are interactive rather than additive. If one is missing, the multiplicative power is severely diminished. The first requirement is a clear vision of what the organization must become. The vision must be basic, honest, positive, and inspiring. It can't be hyperbole. It must be backed with evidence of why it is imperative. The reasoning must be not only commercial but also humanistic. You win the hands and minds with commercial reasoning. You win the hearts with humanistic reasoning. The second requirement is culture. Great companies are built on great cultures.

Culture is the powerful, driving life force of an organization. It is the corporate blood that carries the nutrients throughout the system to nourish, support, and revivify. The next requirement is strategy. There has to be a grand plan to carry out the vision. The strategy focuses on the internal tactics that will be deployed to deal with the external market factors. Externally, the state of technology; competition; global, national, and regional economies; government policy and regulations; and community support influence a corporate strategy. Strategies that ignore external forces ultimately drive a company to inappropriate and belated actions.

When the strategy or the culture gets out of sync with the market- place, the company suffers. Someone once said that success is the first step on the road to failure. What that means is that success often breeds arrogance, the "you can't argue with success" cliché. Writes, Jac Fitz – enz, in, “The ROI of Human Capital” 2009. “Arrogance is a slippery slide that quickly propels anyone on it to the bottom.

The final and critical requirement is commitment. Without commitment, everything else is just words. So it is in many organizations-inspiring words on plaques, promises of a new culture, grand strategies in impressive folders. Then the first bump in the road overturns the shiny new vehicle. Every- one at the top of the organization must demonstrate every day that there is commitment behind the words” he says.

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