«Adversity forges character and character forges talent»
Sandy Kominsky
Think about what an outstanding organization is It is a challenge since the “outstanding” attribute can generate in any of us diverse ideas that we directly associate with our experience and particular experiences in the professional sphere. It is a phenomenon similar to that which occurs when a fortune teller reads the lines on your hand and captures your attention based on generic phrases that you automatically make your own because you subconsciously adapt them to your particular circumstances.
If we pay attention to what artificial intelligence tells us, being an outstanding organization “implies having a high level of excellence in all aspects of its operation and achieving outstanding results in its field of action”, identifying seven key characteristics that are usually associated with this concept:
- Strong leadership: An outstanding organization has inspiring and effective leaders who set a clear vision and motivate team members to achieve it. These leaders foster innovation, collaboration, and data-driven decision-making.
- Robust organizational culture: A grounded culture means having clear and shared values, healthy work rules, open communication, and an environment in which employees feel valued, motivated, and empowered.
- Innovation and Adaptability: An outstanding organization is willing to challenge the status quo and constantly look for ways to improve and grow. It encourages creativity, experimentation and the adoption of new ideas and technologies. It also could quickly adapt to changes in the business environment and market demands.
- Social Responsibility and Sustainability: An outstanding organization not only cares about its financial success but also its impact on society and the environment. It adopts responsible business practices, is committed to sustainability and corporate social responsibility, and contributes positively to the community.
- Talent and skills development: An outstanding organization strives to attract, retain, and develop exceptional talent. This means recruiting the right people, providing opportunities for growth and development, and promoting a culture of continuous learning.
- Customer Orientation: An outstanding organization puts the customer at the center of its operations. Actively listens to customer needs, constantly looks for ways to improve the quality of products or services, and strives to deliver an exceptional customer experience at all touch points.
- Strong Financial Performance: An outstanding organization achieves strong and sustainable financial results. This involves efficient resource management, effective strategic planning, proper budget allocation, and the ability to generate revenue and profitability.
In summary, it seems that being an outstanding organization implies having consolidated leadership, a strong organizational culture, a customer-centric approach, an innovative and proactive mindset, strong financial performance and a high level of social responsibility and sustainability.
For Insight, however, an outstanding organization means a few more things than all of the things listed, aspects that cannot be denied but are found in that realm of “big claims” that everyone shares but few know for sure how. deploy.
I now describe a small translation of these seven elements that, from a much more personal point of view, would characterize an outstanding organization:
- Strong leadership: Leaders don’t rule. Serving.
- Robust organizational culture: A common goal is shared that goes beyond earning money (or receiving the monthly payroll). Without a significant collective purpose, we are just another company.
- Talent and skills development: People seek to be better and to make those around them better.
- Customer orientation: Always reflect on what the customer would think if they were listening or seeing us. Always visualize the customer at the beginning and end of everything. of any discussion. of any discussion.
- Innovation and adaptability: People in the organization embrace change and push themselves out of their comfort zone every day. Be careful, they push themselves, not “are pushed”.
- Solid financial performance: Profitability and financial sustainability are a “must” to make the purpose that we want to make a reality come true. Nobody doubts that. And the degree of maturity of the management structure is key.
- Social responsibility and sustainability: The role played in the ecosystem of which the organization is a part marks the degree of future influence on others. Positive impact. Real. That is being sustainable.
Now let’s think about what percentage of leaders in the organization “serve”, what percentage of people in the organization are moved by a significant collective interest, what percentage of people seek to be better and make others better, what percentage of people think at all times in “customer” beyond departmental or organizational interests or what percentage of people push themselves out of their comfort zone every day…
Perhaps these last and brief reflections are a good starting point, beyond the impersonality of artificial intelligence, to identify outstanding people, teams and organizations. At least it works for us…
