What Does A Results Driven Organisation Look Like?

Last week I mentioned how decades and centuries of task driven culture have, today, led to the phrases “that is not my job” and “this is how we have always done things here”. The origins of being task driven come from mass production, where an employee had one job and was posted at one machine. Their task was to operate that machine and carry out that operation. Given the state of industry, that was not a bad idea.

Obviously, the state of industry has changed since then. However, the culture around being task driven has not changed a lot. Just for a few moments, let me take you into an alternate, parallel industry which is results driven. How does this look like?

Employees have an overarching job description, aligned to the culture and values of the company, and broad definitions of their daily work. The idea being, employees have accountabilities, but also have the freedom to apply their thinking and creativity on a daily basis, focusing on achieving the said objective. What does this look like?

Notice the fact that there are no departments, only projects. Also notice the transparent nature of arrows to reflect transparency and openness along and across the organisation. This is vital. As a result of this, the organisation’s move upwards starts with employees pulling the teams upwards, teams pulling the projects, and projects pulling the company.

Why pull though, and not push? Pulling is associated with attraction, and pushing is with repulsion. You pull towards, but you push against. Pulling together is about attraction towards the common goals and objectives, and align everyone towards those.

Additionally, when this happens, employees are empowered to take decisions and are valued for it. This results in continuous improvement, because everyone, at every level in the organisation is given the power and accountability to improve how things are done, and valued for their contributions.

Processes aren’t merely followed, but are kept relevant to achieving the objectives, by constant validation and improvement. Redundant processes that come in the way of progress are improved or removed. Due to this, people are empowered and more committed, people are more receptive to change, and more productive, all of which gets reflected not only in the organisation’s performance, but also in the organisation’s health.

To summarise, when you go from a tasks driven to a results driven organisation:

  1. You empower all your people which means they become more committed to the cause
  2. People and their inputs are valued and appreciated, and are more receptive to change
  3. Valued employees are productive employees, which reflects in the organisation’s performance and health.

So, what is stopping you from becoming a results driven organisation?

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