Leadership: Building a Successful Organisation
Article Index
Leadership: Building a Successful Organisation
1.1 Business Excellence Builds Successful Organisations
1.2 Creating a Culture of Excellence
1.3 Change and Workplace Culture
1.4 Organisational Culture that Leads to a Successful Organisation
1.5 How Can We Create a Culture of Innovation?
1.6 Succession Planning Model
1.7 Visible Leadership: Best Practice Using the Tata Business Excellence Model
2.1 Examples of Successful Organisations
2.2 Successful Organisations Worldwide: Access 15000 Award Winner Reports
2.3 Taking a Company Public: Four CEOs Share Experiences of Success
2.4 Workplace Excellence Awards: 2018 Winners
3.1 EFQM Global Excellence Award Winners
3.2 Deloitte and Marsh 2017 Company of the Year: a2 Milk Company
3.3 Entrepreneur Top Company Cultures Award
3.4 Employer of Choice Awards: ZACK Group
3.5 Winner of Excellence in Practice Awards (Organisational Development)
3.6 Winner of Excellence in Practice Awards (Talent Development)
3.7 Overall Winners of the Business Culture Awards 2017 and 2019
3.8 Best Companies to Work for in Asia: Mazars
4.1 Building a Culture of Excellence and Engagement
4.2 Learnability: the Worlds Great Equaliser
4.3 Importance of Organisational Culture for Innovation
4.4 Driving a Culture of Innovation
4.5 Managing Change and Innovation
5.1 The Secret to Creating a High-Performance Organisation
5.2 Tools and Techniques for Change
5.3 Change Management Leadership Guide
5.4 Seven Organisational Habits that Drive High Performance
5.5 Creating the Conditions for Sustainable Innovation
5.6 Organisational Success Discussion Guidelines
5.7 Leaders Drive Productivity
5.8 How to Create a Successful Organisational Culture
6.1 EFQM Business Excellence Self-Assessment
6.2 Baldrige Self-Assessments: Benchmarking and Performance Excellence
6.3 Singapore Quality Class: Business Excellence Self-Diagnostic Tool
6.4 EFQM Global Excellence Index
6.5 Human Capital System Self-Assessment
6.6 Innovation Maturity: Self-Assessment of Different Types
6.7 Metrics for High Performing Economic Development Organisations
6.8 Challenges of Measuring ROI of Learning and Development
6.9 Organisational Effectiveness Evaluation Checklist (OEC)
7. What do business leaders say about building a successful organisation?
8. Conclusion
While 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:
  • An environment to enable your mission to succeed and improve organisational and leadership performance, organisational learning, as well as learning for the workforce.
  • A workforce culture that delivers a consistently positive customer experience and fosters customer engagement.
  • An environment to enable innovation and intelligent risk taking, the achievement of your strategic objectives, and organisational agility.
  • Active participation in succession planning and the development of future organisational leaders.
Additional elements include leadership and planning; adopting an appropriate structure; open communications; ethical decision making; good supervision; and, motivation. Although the list is not exhaustive, it provides a good overview of what it takes for an organisation to be successful.

In This Report

  1. what does building a successful organisation mean?
  2. which organisations have received recognition for being ‘a successful organisation’?
  3. how have leaders built a highly successful organisation?
  4. what research has been undertaken into how to build a successful organisation?
  5. what tools and methods are used to build highly successful organisations?
  6. how can a successful organisation be measured?
  7. what do business leaders say about building a successful organisation?
  8. conclusion.

The Definition

Vision 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 Stage

It 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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