In times of increasing competition in the marketplace, organizational excellence or performance is ever more important. I believe that there are three drivers for and to organizational excellence and performance. Another question every business should be able to answer is whether or not it wants to build customers for life or only for the short-term.
A happy workplace does not mean that you have to do everything just to please your employees without expecting anything in return.
The former CEO of General Electrics, Jack Welch, describes the call for maximizing shareholder value as the dumbest idea in the world.
Think about the following: you want to invest into a company, or even better, you want to acquire a company.
The sweet spot of organizational excellence is where all three drivers outlined above come together.
The bigger the overlapping areas of all three drivers, the better organizational performance is.
Enter your email address to subscribe to this blog and receive notifications of new posts by email. Join our Google+ Community and learn and share your stories how leadership and happiness contribute to project success. The hotel was decent, your room was clean and spacious, breakfast was good and they even served some fresh fruits. You can do the bare minimum to satisfy your customers or you decide to go the extra mile and delight your customers. What is more important quick, short-term profits or a long and outstanding customer relationship with long-term, sustainable profits which may yield less quick wins but greater pay offs in the long run?

Just as knowing the needs of their clients they have to show a sincere interest in the needs of their employees. If you depict the three drivers as three circles, it is the area where all three drivers overlap that you can spark organizational performance and excellence. This implies that in order to develop organizational performance you have to take all four drivers into account. Let’s have a look at each one of these drivers to get a better understanding of what’s behind them. The check-in runs smoothly, everything has been prepared for you, the room is just as clean as it was in the other hotel. But you have to provide or at least build an environment where they can prosper and perform at their best. In either way, the bottom line is that shareholder value is not identical to business value. In this sense, continuous self-improvement can be considered a fourth driver of and for organizational excellence. As self-explanatory as this is, there are a lot of companies that seem to have forgotten whom they really serve.
Or a company that reaches out to you, seeks to understand and satisfy your needs, communicates with you, walks in your shoes and shows a sincere interest in you? Are the employees just resources that add up to a bigger picture, the companies outcome, products and services? For employees to follow a direction you have to set it, share it and let your employees contribute to it.
A first start is that you don’t treat employees as resources but as people, as human beings.

It is not solely driven by short-term gains but balances long-, mid- and short-term needs and goals. But you were not fascinated or delighted in a way that you would recommend this hotel to your peers, closest friends or family members. It could be the location, the architecture, the furniture, the people working there and serving you.   No doubt, you are willing to return to this hotel.
You take a number of factors into account: the overall business performance and outlook, customer satisfaction ratings, market position, innovation performance, the skillset and turnover rate of the workforce, the attractiveness of the company as an employer of choice and many other factors. Rather than a static Venn diagram with three circles we can depict this as a Mobius circle. And even more so, you will probably recommend this hotel to your peers, closest friends and family members.
But how come most companies these days just talk about satisfying shareholder interests and maximizing shareholder value?!
Yes, you can train and treat them like machines, push them to their limits, get the most out of them – for some time, until they are either burnt out or leave your company. Hence, treating shareholder value as the purpose and driver of your business is not smart but myopic and can even be detrimental to the value of your business. You replace them and start the process anew.   You may be interested and actually achieve employee satisfaction.
However, this is not to be mistaken with inspired, motivated and performing employees who enjoy their work because they can identify with the purpose of the company, love working with their colleagues and serving their customers, are passionate about their work and enjoy a safe, secure workplace.

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