MAKING SENSE OF SOTO
Resolving Organisational Constraints
A key part of an organisation’s success is alignment and clarity. In
fact, many problems of the world are related to the lack of
alignment. This applies not only to leadership at the upper
echelons of power, but across the organisation. Great leaders and
managers are needed at every level, and having alignment among
all individuals that make up the organisation is critical.
Most importantly, our research points out that one key aspect of
leadership is critical – clarity. Above all, a leader must be CLEAR.
Clarity is hard. Leaders find it hard to build alignment in their
organisations in this ever-changing VUCA world. Yet, this is a key
secret sauce for successful leadership – to ensure every member of
your organisation has clarity of vision, clarity of reality and clarity
of mission. Everyone should be aligned to this one common vision
and understanding of what it takes to get there.
An obsolete business model will create significant frustrations
amongst employees. If your business model does not work anymore,
regardless of how talented an employee may be, they will not be
able to sell products or drive execution. Examples of incredibly
successful companies that failed to look at the relevance of their
business model and paid the consequences dearly are many – Nokia,
Kodak, Yahoo, Sony, Borders and many others.
An organisation’s business model and strategy is the cornerstone of
its success. When your sales people start agitating for change in
products or sales strategy, you may need to relook at your business
Culture is the cumulative beliefs or mind-sets of an organisation,
manifested in actions. These actions ultimately drive a result. But the
“mind-set” each of us has is deep-seated. So are organisational
The hardest part of any change or growth initiative is to ensure it
does not become a fad or a “flavour of the month” but to ensure that
it becomes part of the organisational DNA.
People and organisations are creatures of habit, and changing habits
is harder than changing structures or systems. So, how do we change
culture? By instituting new rituals that drive new experiences. These
experiences will slowly change beliefs.
One of the biggest mistakes organisations make is to focus on
people. Yes, you read that right! The key to successfully getting
employees to achieve high performance is to focus on
“process.” An organisation can still care and love them, but the
emphasis must be on building institutional processes.
Structures and processes drive the behaviours and performance
of your employees. You want to change their behaviour, change