Could the commitment to continually improving the performance of organizational processes be a path to excellence?
Perhaps! But we do not have to always choose among the best practices to adapt to our organization.
We can create something new! Doing better may also require an innovative mind and not just an always alert and proactive mind.
In our home, in the kitchen, usually the recipes we use can be delightfully traditional or surprisingly innovative and awesome. It all depends on the form (process), how we combine the elements and the quantities of those elements and on the times, we dedicate to creation. Even so, sometimes we fail! But we also learn and improve our future action.
Among the models that organizations have at their disposal to embrace in their development is the EFQM Excellence Model. The fundamental concepts of excellence presented in this model can be the elements available and necessary to experience and create our working framework. To know:
– Leading with vision, inspiration and integrity;
– Sustaining outstanding results;
– Adding value for customers;
– Managing with agility;
– Succeeding through the people’s talents;
– Harnessing creativity and innovation;
– Developing organizational capability;
– Creating a sustainable future.
Today we are looking for a reconciliation between process-centered approaches and people-centered approaches to creating new and valuable things through interdisciplinary teams and collaborative methodologies.
Some people have a purpose for converging these two worlds, which can mean a new model created with the relevant points of each of them and where empathy plays a fundamental role.
Without empathizing, none of the above concepts can be truly developed.
To develop organizational capacity, it is necessary to listen to the organization’s employees, understand their wishes and needs, and design their work journey. In this way we are also building sustainable worlds.
To stimulate creativity and create value for customers, it is necessary to understand the needs not only of customers but also the favorable environments for the development of creative flows by the organization’s employees.
To manage with agility, we need to manage the talents and this is only done by wearing their shoes and walking their way.
Managing talent means creating purpose for commitment, recognizing the work of excellence and celebrating success.
It is good not to forget that any talent in an organization needs to develop:
“A posture (our perspective of the world and our role in it), the tools (the models we use to organize our world and our thinking) and the experiences (what built and developed our skills and sensibilities).” – Roger Martin – “The Design of Business”.
However, from the individual level to the group level goes a giant step, often facilitated by the understanding and acceptance of the different experiences and cultures that the teams in an organization incorporate.
Diversity and interdisciplinarity are concepts that appear linked to problem solving frequently and that deserve to be adopted early.
“Thanks to the Medici family and some others like them, sculptors, scientists, poets, philosophers, financiers, painters, and architects converged on the city of Florence. There, they met, learned from each other and break down barriers between disciplines and cultures. Together they forged a new world based on new ideas – what became known as the Renaissance. As a result, the city became the epicenter of the creative explosion, one of the most innovative eras in history.”- Frans Johansson, The Medici Effect
On the path to excellence, the success of an organization operating in multicultural environments depends on how leaders can integrate diverse cultures into their own leadership styles.
The evolutionary nature of our society, rich in diversity of cultural experiences, often raises questions about the relationship of people to each other and issues with the physical environments in which they are embedded.
To solve some of the problems that may arise in interrelationships and the integration of people in diverse environments, we must draw these relationships, and this involves paying attention to many different factors.
This diversity, which we see today in most places we know, has been ignored regarding its potential as a source of energy and creativity.
It is therefore important to emphasize that the complementarity that can exist between the members of an organization’s teams is essential for the promotion of ideas, continuous improvement and excellence.
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