Today business environment requires companies that act and not mired in endless strategizing. It is common knowledge that even with the greatest of all strategies, a company would not success unless it executes well. Superior performance requires embracing those capabilities that are most essential to the realization of its strategy.
High performance is a result of both the usage of capabilities and core competencies by an organisation. Organisational capabilities represent the missing link between strategy and action. They broadly refer to social competencies like individual leadership abilities in setting direction, vision, mobilizing individual commitment, diversity and leveraging organizational team work among others. These are mostly at the individual level. At the organizational level these will be defined as core competencies which may include adaptability, risk management, abilities in logistics as well as an organizational speed when working across functional geographical boundaries as needed elements. Core competencies also emphasise the technological and production expertise at specific points along the value chain. Core competencies put simply are the combination of individual technologies and production skills that underlie a company’s myriad product lines. What then distinguishes a business from another is not its focus on capabilities only but on both dimensions. Although the two are different they are complimentary elements of corporate successful strategy execution.
Capabilities are more broadly based encompassing the entire value chain and are visible to customers in a way that core competencies rarely are. Together with these, is a need for a compelling financial partnership that draws superior employees to the business which will reinforce performance expectations associated with their roles. These will then compel employees to stay and drive sustained success.
Organizations need to align closely with its strategy especially as it changes constantly to suit the new market demands. This is an imperative for superior performance. Strategic leaders need to know how to galvanize their teams around clear visioning while empowering them to assume a stewardship approach to their roles. Employees constantly need to be given a clarity of outcome for which they are responsible and feel a sense of partnership. Employees knowing their priorities and what is expected of them are clearly prerequisites to a sustained culture of super performance. Doing so nurtures a “WE ARE IN THIS ALL TOGETHER” attitude. This is where imperatives like employee engagement matters because they are critical for the success of any business. Cognitively engaged employees are aware of the impact of their roles in the business overall goals. They go an extra mile especially when they feel they have ownership of their work.
Creating a culture of superior performance requires businesses that are wealth multipliers who go beyond just wealth creation where primarily shareholders benefit from the company success. They work on enlarging the opportunities for their workforce also so that they enjoy the fruit of the company growth. They show commitment to standards of performance that they believe will have a positive impact on their customers, employees and communities in which they operate.
Pay strategies are another capability that help to communicate and reinforce to employees what is important for success. Effectively designed reward strategies create greater focus and they are precursor to execution. Superior performance results from an organization creating value on its market on a sustained basis. Once these are in place, a business is then set for a growth trajectory. Sustaining this supremacy calls for businesses that acts as a magnet to premier talent as well as creating an employer brand that every employee wants to be associated with. Organizations working on a culture of superior performance essentially have equitable and competitive pay structures. This ensures remuneration is commensurate with one’s contribution and skills set.
Other drivers to continual superior performance include adaptability in the face of face of change. Consistent growth requires businesses to adjust to a dynamic and competitive environment. Successful and best organisations of today are able to adapt quickly, they are agile, flexible and responsive. Capitalising on opportunities more quickly than competitors is also a critical executive skill of the age of superior performance. Fluidity where businesses get rid of old performance management systems opting for mentoring and coaching which keep their workforce and management engaged in an ongoing constructive dialogue area must.
Effective decision making is also a needed capability. Organisations that make better and faster decision and execute them consistently outperform those that don’t. Organizational self-assurance is the ultimate competitive advantage.
In conclusion, strategic plans maybe leather- bound blueprints, but will only remain plans. It will take the whole team to understand the why of an organization’s existence and their role in attaining that mandate. An equal investment to planning must be expunged to sell the strategy to all employees and reach NASA strategy integration with all employees. A janitor was asked by the then US president what his role at NASA was, and he jovially answered, “I’m helping put a man on the moon!”
Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at Tel: 263 773004143 or 263 242 772778 or visit our website at www.proservehr.com