Donald Sull

Companies that execute on their strategies quickly and effectively tend to construct solid organizational hardware: information systems, corporate priorities, hydraulics, incentives, and so forth. But they also program in software—that is, the right culture, people, and leadership for execution. Indeed, the most agile organizations I have studied share a core set of values: achievement that recognizes and rewards employees for setting and achieving ambitious goals; ownership to take personal responsibility for results; teamwork to foster coordination; creativity to challenge the status quo; and integrity to offset the temptation to cut corners that can arise when employees strive to hit ambitious performance targets. Most important, agile organizations translate these abstract principles into concrete action. Rather than print posters listing the values that then languish on conference room walls, executives should breathe life into the corporate culture by hiring and promoting individuals on the basis of their adherence to values.

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterShare on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon
There Are No Comments
Click to Add the First »