Organizational Success Quotes

Not just the organizational structure but the management style can also affect your business goals of success and growth.

Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.

Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.

Business people need to understand the psychology of risk more than the mathematics of risk.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

By prioritizing ethical considerations in decision-making, companies can enhance their financial performance, strengthen their reputation, build trust with stakeholders, and cultivate a thriving organizational culture.

Leaders need to sacrifice "power-over" to get "power-to".

Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.

Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization.

A brand vision should attempt to go beyond functional benefits to consider organizational values; a higher purpose; brand personality; and emotional, social, and self-expressive benefits.

Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. Nobody benchpresses 100 kilos the first time they enter a gym.

Too few leaders have the emotional fortitude to take responsibility for failure.

Strategic coherence is more important than strategic perfection.

When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.

Ambiguity is not, today, a lack of data, but a deluge of data.

The gap between thought and action, between belief and will, prevents us solving our most pressing individual and societal problems.

People who appear to be resisting change may simply be the victim of bad habits. Habit, like gravity, never takes a day off.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Give today to get better tomorrow.

Micromanagement is mismanagement. … [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.”108

If you lead an organization or a team, success begins with WHAT FOR?

Don't let Deepak Chopra manage your change program.

The best way to encourage out of the box thinking is to draw the box correctly in the first place.

The essence of extended rationality is to know when you are being irrational.

That which a team does not want to discuss, it most needs to discuss.

Compared to ecosystems and some species, corporations are very fragile entities indeed.

Green light, STOP - if you want to see where you are taking the most risk, look where you are making the most money.

All of us are not always smarter than one of us, leaders need to distinguish between the wisdom of crowds and the madness of crowds.

Just stamping out anti-science and bad science will eliminate an enormous amount of business waste

Leadership must evolve into a “science-based craft”, like surgery.

The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.

The key to behavioral change is to pass behavioral control to the environment.

There was nothing scientific about Scientific Management (Taylorism), and neither was it good management.

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

Long ago, I stopped buying- let alone reading, books that talk about organizational success but fail to emphasize the importance of TRUST

In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and disciplinary boundaries and finding new collaborators. Networks that spawned unsuccessful teams, conversely, were broken into small, isolated clusters in which the same people collaborated over and over. Efficient and comfortable, perhaps, but apparently not a creative engine.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

Every organization would benefit from having Holistic Wealth Project Groups comprised of groups of employees in each region who are energized and motivated to help each other achieve Holistic Wealth both at work and in their personal lives, and therefore drive organizational purpose, resilience, innovation, wellness, and success.

Your colleagues are not your friends; Your boss is not your enemy; Your subordinate is not a fool; Your office is not your house; Your house is not your office; Do not expect rewards to work hard. It is the other way around.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both.” I submit that while high trust won’t necessarily rescue a poor strategy, low trust will almost always derail a good one.

everything is about relationships, critical connections; chaos is an essential process that we need to engage; the sharing of information is fundamental for organizational success; and vision is an invisible field that binds us together, emerging from relationships and chaos and information.

... employees who take advantage of opportunities in a fast-moving, 24/7 business environment, without waiting for a leader to tell them what to do, are increasingly vital to organizational success. To understand how to maximize these employees' contributions is an important tool for all leaders.

Ensure that value is created for all stakeholders – customers, employees, partners, society, and investors – simultaneously

Malcolm Gladwell puts the "pop" in pop psychology, and although revered in lay circles, is roundly dismissed by experts - even by the researchers he makes famous.

The notion of "business as usual" is a harmful myth.

It is time to euthanize change management.

Most businesses would profit greatly from just applying Change Management 101 well.

Yesterday’s decision-making strategies are ill-equipped to deal with petabyte information flows.

The problem is not lack of competence, it is confidence without competence.

Creating change-agile businesses will eliminate the need for what we today call change management.

We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.

Humanity can not afford to have 21st Century businesses run on 20th Century science, and (worse) pseudoscience.

Most change strategy models are not very strategic – change strategy is an important lynchpin between business strategy and change tactics.

The human side of analytics is the biggest challenge to implementing big data.

The psychological theories that inform day-to-day business practices are comprised mostly of folk-psychology, fads, and myths.

The change "grief cycle", for some people, may be excitement, enthusiasm, engagement, effort, and excellence.

Business is the most important institution on the planet for furthering human flourishing.

Behaviorism was a busted flush, but neo-behaviorist theories, especially choice architecture, achieve behavioral change without coercion or the downsides of carrots and sticks.

Mindfulness promises a great number of desirable benefits, and is based on much more solid research than many competing ideas on how to change people.

21st century leaders will be growers, not knowers.

Success is mainly the result of hard work.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.

What emerged from our research were four organizational capacities that we think will prepare organizations to be successful, both today and into the future: Digital Clear Fluid Fast

The execution of any successful network project plan involves bringing all the pieces together, applying solid organizational principle to your network, and documenting what you add to your network.

Pop leadership abuts pop psychology, and is very destructive. In no other serious domain of human endeavor (surgery, playing the violin) is the subject distilled down to nice-sounding aphorisms that mean nothing.

On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

The lower middle class is petty bourgeois. These people seek their security in status; status in an organizational structure. They try to find a place for themselves in an organization which has a hierarchy in which they can count on moving up automatically simply by surviving. Some people still think that most Americans are active, assertive, aggressive, self-reliant people who need no help from anyone, especially the Government, and achieve success as individuals by competing freely with each other. That may have been true 100 years ago. It isn’t true today. Today more and more of us are petty bourgeois who snuggle down in a hierarchical bureaucracy where advancement is assured merely by keeping the body warm and not breaking the rules; it doesn’t matter whether it is education or the Armed Services or a big corporation or the Government. Notice that high school teachers are universally opposed to merit pay. They are paid on the basis of their degrees and years of teaching experience. Or consider the professor. He gets his Ph. D. by writing a large dissertation on a small subject, and he hopes to God he never meets anyone else who knows anything about that subject. If he does, they don’t talk about it; they talk about the weather or baseball. So our society is becoming more and more a society of white-collar clerks on many levels, including full professors. They live for retirement and find their security through status in structures.

Times are changing, and we must change with them. The twenty-first-century church does and will continually face radical change and much uncertainity with undefined problems that require organizatonal models and leadership qualities and competencies far different from those that were successful in the twentieth century.

If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.

A thin line separates success from failure, the great companies from the ordinary ones. Below that line lies excuse making, blaming others, confusion, and an attitude of helplessness, while above that line we find a sense of reality, ownership, commitment, solutions to problems, and determined action. While losers languish Below The Line, preparing stories that explain why past efforts went awry, winners reside Above The Line, powered by commitment and hard work.

Here’s what turns a successful hierarchy into one that impedes progress: when too many people begin, subconsciously, to equate their own value and that of others with where they fall in the pecking order. Thus, they focus their energies on managing upward while treating people beneath them on the organizational chart poorly. The people I have seen do this seem to be acting on animal instinct, unaware of what they are doing. This problem is not caused by hierarchy itself but by individual or cultural delusions associated with hierarchy, chiefly those that assign personal worth based on rank. By not thinking about how and why we value people, we can fall into this trap almost by default.

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

No matter how narrow our perceptions become in the daily obsessions of the organization, there is no such thing as a life lived only within an organization. There are other necessities calling us to a much greater participation than any corporation can offer. The most efficiently run, streamlined organization, the best-groomed, most-organized executive is interwoven with the ragged vagaries of creation, and despite our best attempts to anchor ourselves in the concrete foundations of profitability and permanence, we remain forever at the whim, mercy, and pleasure of the wind-blown world. Ironically, we bring more vitality into our organizations when we refuse to make their goals the measure of our success and start to ask about the greater goals they might serve, and when we stop looking to them as parents who will supply necessities we can only obtain when we wrestle directly with our own destiny. In a sense, we place the same burdens on our organizational life as we place on the rest of our existence. We feel there is something wrong at the center of it all, and we have to put it right. We are forever looking for a cure for our ills. We do this by placing ourselves in the position of manager, of thus managing change. Unless it is managed, something is wrong. But our real unconscious and underlying wish is to find a cure for the impermanence of life, and for that there is no remedy. Most of the difficulties we confront at work are no different from those human beings have been dealing with for millenia. Life is full of loneliness, failure, grief, and loss to an extent that terrifies us, and we will do anything to will ourselves another existence.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

But as MIT’s Edgar Schein—one of the world’s leading scholars on organizational culture—explains, those things don’t define a culture. They’re just artifacts of it. Schein has one of the most useful definitions of culture that we’ve seen: Culture is a way of working together toward common goals that have been followed so frequently and so successfully that people don’t even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful.

Collisions - defined as serendipitous personal encounters - the lifeblood of any organization, the key driver of creativity, community, and cohesion.

Unfortunately, companies that become large and successful find that maintaining growth becomes progressively more difficult. The math is simple: A $40 million company that needs to grow profitably at 20 percent to sustain its stock price and organizational vitality needs an additional $8 million in revenues the first year, $9.6 million the following year, and so on; a $400 million company with a 20 percent targeted growth rate needs new business worth $80 million in the first year, $96 million in the next, and so on; and a $4 billion company with a 20 percent goal needs to find $800 million, $960 million, and so on, in each successive year.

Leadership is more than a job title: It can and does exist at every organizational level.

Organizationally, the ITC was remarkably successful as a prototype for later international efforts. Between July 1, 1948, and June 30, 1951, it carried out nearly 30 million prevaccination tuberculin tests in twenty-two countries and Palestinian refugee camps, followed by 14 million vaccinations among those whose tuberculin test was negative. Prophylactically, however, the results were disappointing,

D. V. Day and Lord (1988) reviewed a number of executive succession studies to assess the effects of new leaders on organizational effectiveness. They reported that the ascent of a new leader explained between 5.6% and 24.2% of the variance in organizational performance indices across multiple studies. N. Weiner and Mahoney (1981) examined such succession effects in 193 companies across a 19-year time span. They found that leadership accounted for 44% to 47% of the variance in organizational performance indices.

we can learn more from failure: There is a strong sentiment among many organizational scholars that copying the success of others . . . cannot work. They argue that so many factors have to come together for a program to work that it is all but impossible for an outside observer (or even for an insider) to determine which of the factors contributed most to the success of the program. These scholars believe, by contrast, that less-than-successful endeavors are more educational because we . . . point to the moment when things started to go wrong. Their point is that eliminating known mistakes is often a far more effective way to improve than emulating perceived successes.3

NASA’s success illustrated a number of profound organizational insights. Most important, it showed that in a domain characterized by interdependence and unknowns, contextual understanding is key; whatever efficiency is gained through silos is outweighed by the costs of “interface failures.

For most of us, when we encounter a problem, we simply want to solve it. This desire comes from a place of good intent. We like to help people. However, this instinct often gets us into trouble. We don’t always remember to question the framing of the problem. We tend to fall in love with our first solution. We forget to ask, “How else might we solve this problem?” These problems get compounded when working in teams. When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles. These opinion battles encourage us to fall back on our organizational roles and claim decision authority (e.g., the product manager has the final say), instead of collaborating as a cross-functional team. When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn week over week, they maintain that shared understanding, allowing them to collaborate over time. We know this collaboration is critical to product success.

achieving strategic success requires relying on a logical argument, unless they want to depend on luck. By argument, we mean a chain of reasoning by which a conclusion is drawn from a set of assumptions or premises. By logical argument, we mean an argument that passes the test of logic. We define logic as reasoning conducted or assessed according to strict principles of validity.7 As we illustrate later, validity in this usage means that the premises automatically imply the conclusion: the chain of reasoning makes sense and is logical.

As leaders strive to be more authentic, they not only elevate their own leadership but also inspire authenticity within their teams, creating a ripple effect that can drive organizational success and create a legacy of positive influence.

The collaboration between LPM and TBM is a harmonious blend of strategic alignment, financial responsibility, data-driven decision-making, and a commitment to efficiency and continuous improvement. An excel-lent meal results from the perfect combination of ingredients and techniques. Organizational success is the outcome of the harmonious integration of LPM and TBM. This recipe for excellence satisfies both the palate and the bottom line.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success. Leaders, therefore, would be well advised to select people who have these characteristics and, perhaps even more important, create the conditions that encourage these behaviors.

One of the hardest parts of rising to the demands of the new ecosystem economy is the task of building an ecosystem-oriented business within an organizational framework that is simply not set up to do so. To successfully build ecosystem-oriented businesses, then, you will need to devise a new organizational model.