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Seven Drivers of Organizational Success

Written by: Roger Ingbretsen

Article Overview: The seven statements provided 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.

Seven Drivers of Organizational Success

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.

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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.

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Article Tags: creativity innovation, deliverables, desires, dynamic organizations, leadership coach, leadership roles, leadership team, mission statement, new style, organizational change, organizational performance, organizational purpose, organizational strengths, organizational values, practical experience, reevaluation, restatement, stakeholders, structure change, sustainability



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