In this discussion, reflect on your post in the Module One discussion and what you thought made an organization successful. Compare that to what you have learned in this course and consider if your views might have changed.
In your initial post, address the following:
Have your parameters for identifying a high-performing or successful organization changed over the course? Why or why not?
As a leader, what are some performance factors and future trends you will consider for developing a high-performing team and organization?
Ref.:
Module One
Post:
From this course I hope to have a broader vision of the way in which a strategy is developed for an ongoing business.
The company I work for is characterized by maintaining an old fashion management and operation system. Personally, I consider that it is not the correct way to manage a business in these times, but the system works for the owners.
Yes, I have tried to make some changes that would help expand the company and develop other related areas that would generate other sources of income and therefore the expansion of the business, but my ideas are not well received, the owners are satisfied with the profits, and not they want to risk capital in an expansion. It is difficult to penetrate or try to change a mental model of someone who is in his comfort zone. Mental models (mental models are scheme of how things work) affect what we do because they affect what we see. The problem with mental models is not that they are right or wrong, but that it arises when mental models are tacit, when they exist below the level of consciousness, distancing the understanding of the message and the solutions in the conflicts we face.
Many companies fall into the trap of only measuring their sales, profitability, or the local growth of their organization to determine their success. However, some General Managers, have already realized that these indicators are not enough, there are other metrics that we have to consider to know if we are on the right track. I believe that we must have special attention to see if the path we choose is the correct one, how to define our expectations, observe income and profits, we must measure profitability and not lose sight of the competition. The most common mistake among companies is just looking at the financial issue, they are not measuring if they innovate, if they are sustainable and, even, they forget about corporate governance, and in the end, they disappear.
Best wishes,
