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Better Health = Better Performance

Better Health = Better Performance

Extensive Data studies have found a link between the health of an organization and its performance.

Robust health is crucial to an organization's long term success.

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MORE IDEAS FROM THE SAME ARTICLE

According to a decade long research, the health of an organization is based on alignment with a robust strategy, deep-rooted culture, and a clarity of vision.

The health of an organization can also be defined as the capacity or ability to deliver superior financial and operating performance...

The talent and knowledge core recipe is generally found in professional service firms, in various sectors like sports, consultancies, and entertainment.

They have star performers, and high-quality talent (physical or knowledge-based) to differentiate themselves and be profitable wi...

Organizations that follow the Execution Edge recipe focus on implementation, frontline execution, elimination of wastage of time and resources, and optimal utilization of data for efficiency.

They also use technology to foster better communication, last-mile delivery, and overall efficiency...

Market-focused organizations have a strong orientation towards competitors, business partners, and the community/marketplace.

They focus on where the innovation is, where the market trend is going, and like to stay ahead of the competition, making innovative products while ensuring the resp...

Companies aligned with one of these four organizational recipes are more likely to be healthy and to deliver strong, sustained performance than those following random management styles:

  • Leader Driven
  • Market Focused
  • Execution Expertise
  • Talent and Knowledge-based

Leader-driven organizations have the presence of great leaders, who are talented and are free to figure out ways to deliver results while being accountable for the same.

Leader-driven organizations have an open, trust-based culture, where creativity is valued.

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Business leaders often are tempted to focus on strategy over culture. But the strongest companies take four key actions that deliver the best of both.

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In 1954, management guru Peter Drucker introduced “management by objectives,” an approach where employees would agree with their boss on a set of goals and work toward achieving those objectives throughout the year.

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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.”

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