Seven Drivers of Organizational Success
Seven Drivers of Organizational Success
As a result of new insight gained, it can be expected as a minimum that the following drivers of organizational change will be affected to some or even to a great degree. A more highly energized leadership team will most often seek to build off of known organizational strengths mitigate weaknesses and to more precisely define and articulate:
• A clear mission statement – Why do we exist? What is our organizational purpose?
• A compelling vision – What clearly describes our future desired state? What fulfills the mission?
• A solid strategy – What is the logic and tactics that will ensure the mission and vision will be achieved?
• A reevaluation or restatement of organizational values – What are the values the organization will both espouse and live by, that will satisfy all stakeholders’ needs? What culture do we want to create?
• A greater focus on sustainability, growth and talent – What do we need to be doing today for our survival? What do we need to be doing to ensure future growth? What talent do we need to do both?
• A strong emphasis on creativity, innovation and implementation – What products, services or other deliverables will support personal and organizational growth? How do you take these from a dream to reality?
• A possible structure change – How do we best organize to bring about the changes needed to facilitate new organizational demands, desires strategies and needs?
My research on dynamic organizations and practical experience as both a leader and an internal/external leadership coach, has shown how important the understanding of the above stated conditions are in developing an organization that can effectively navigate in today’s environment. The seven statements and what they imply set the stage for insightful and proactive thought. They provide the building blocks needed to enhance the possibility of creating and building organizational success. They are the “touch-stones” that leaders can continually go back to when seeking a higher level of personal and organizational achievement.
In addition to the above, it is fundamental that the business aspect of the organization – profit or non-profit, public or private, business or government – be given serious consideration. As any organization comes together to play whatever game they were designed to win, of necessity that organization must demonstrate fundamental business acumen – generation of cash, profitable margins, return on assets, consistent and predictable quarter to quarter results or the collection of revenue to support the optimum distribution of service – to insure their on-going success.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
Seven Drivers of Organizational Success - To learn more about this author, visit Roger Ingbretsen's Website.
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When a serious attempt is made at improving organizational performance, it must be realized that change will take place. This change will not only affect the individuals in leadership roles. It will in addition touch those that the individual is charged to lead. The leaders will begin to lead in a new way and with a new level of energy. This new style and energy will raise the overall expectations of both the leader and those they lead.
As a result of new insight gained, it can be expected as a minimum that the following drivers of organizational change will be affected to some or even to a great degree. A more highly energized leadership team will most often seek to build off of known organizational strengths mitigate weaknesses and to more precisely define and articulate:
• A clear mission statement – Why do we exist? What is our organizational purpose?
• A compelling vision – What clearly describes our future desired state? What fulfills the mission?
• A solid strategy – What is the logic and tactics that will ensure the mission and vision will be achieved?
• A reevaluation or restatement of organizational values – What are the values the organization will both espouse and live by, that will satisfy all stakeholders’ needs? What culture do we want to create?
• A greater focus on sustainability, growth and talent – What do we need to be doing today for our survival? What do we need to be doing to ensure future growth? What talent do we need to do both?
• A strong emphasis on creativity, innovation and implementation – What products, services or other deliverables will support personal and organizational growth? How do you take these from a dream to reality?
• A possible structure change – How do we best organize to bring about the changes needed to facilitate new organizational demands, desires strategies and needs?
My research on dynamic organizations and practical experience as both a leader and an internal/external leadership coach, has shown how important the understanding of the above stated conditions are in developing an organization that can effectively navigate in today’s environment. The seven statements and what they imply set the stage for insightful and proactive thought. They provide the building blocks needed to enhance the possibility of creating and building organizational success. They are the “touch-stones” that leaders can continually go back to when seeking a higher level of personal and organizational achievement.
In addition to the above, it is fundamental that the business aspect of the organization – profit or non-profit, public or private, business or government – be given serious consideration. As any organization comes together to play whatever game they were designed to win, of necessity that organization must demonstrate fundamental business acumen – generation of cash, profitable margins, return on assets, consistent and predictable quarter to quarter results or the collection of revenue to support the optimum distribution of service – to insure their on-going success.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...
Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer. For more information, visit www.ingbretsen.com or call 509 999 7008.
Seven Drivers of Organizational Success - To learn more about this author, visit Roger Ingbretsen's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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