|Leadership: Building a Successful Organisation|
Page 1 of 44While there are many different approaches to building a successful organisation, there are usually two common ingredients: a strong culture of excellence, and a system to enable and manage change effectively. These two ingredients often involve the following elements:
In This Report
The DefinitionVision is where an organisation wants to go: it describes the targeted successful state for an organisation. An organisational vision should be challenging and inspirational to its employees and stakeholders. A vision statement usually presents an ideal in the longer rather than in the shorter term.
There are two types of compliance when it comes to behaviour within an organisation: legal and ethical. Legal compliance is about following the law, rules, and regulations, while ethics means doing what is right and behaving with integrity. It is important to note that you can be legally compliant and yet unethical.
The StageIt is no easy task to build a successful organisation: it requires a great deal of focus, dedication, and commitment, not just from leadership, but from the organisation as a whole. Depending on the type of industry, demographics, market conditions, and available resources, many approaches can be taken. However, the use of business excellence models – such as the Baldrige Criteria for Performance Excellence or the EFQM Excellence Model – is a proven way of assessing and guiding an organisation towards success. These models have been developed to reflect the best practices needed to achieve sustainable success in today’s business environment.
Developing a culture of excellence within the workplace is critically important to setting the appropriate tone for an organisation. Team interaction, recruitment, and how customers are treated depend on having a winning culture that aligns to organisational core values. An article in Forbes argues that failing organisations often make the mistake of retaining only those employees that fit into a preconceived and somewhat limited mould, which only has the effect of limiting creativity and innovation. Successful organisations, on the other hand, inevitably foster a positive work environment that supports employee growth and development, are flexible enough to accommodate individual learning and working styles, and find ingenious ways to get the best out of employees and support innovation.
Effective change management is necessary because—at some stage of an organisation’s development—change will inevitably happen. This could be a new model or CEO, new product lines, mergers, acquisitions or market conditions. As leadership and change expert Robin Sharma claims, “[c]hange is hard in the beginning, messy in the middle, and gorgeous at the end.” Effective change takes place when leaders manage to minimise the severity and time spent in that middle period, where the downswing in performance is at its most significant.
There are three fundamental stages to change management: “Why are we doing this?”; “Where are we going?”; and, “How will we get there?” Leaders need to orientate employees to the change journey, breaking down the stages into manageable steps that can be tackled one at a time.
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