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:
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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.
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.
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.
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 response is profitable.
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.
They have star performers, and high-quality talent (physical or knowledge-based) to differentiate themselves and be profitable with the branding.
Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies.
Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.
Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:
Companies should gain a clear understanding of the way each employee and team do their present work and involve them in redesigning their roles and ways of working. It will spark better ideas and ensure pain points will get addressed early on. It will also create stronger skill matches and smoother transitions.
When organizations introduce new work, outside-in analytics and expert input can also help to find answers.