Achieving Through The Organization
“Tomorrow's business leader, it is clear, will have to be able to organize for entrepreneurship . . . will have to know how to anticipate innovation and how to make innovation economically effective.” – Peter Drucker
Why do some organizations thrive while others barely survive? What is the difference between success and failure? Why are certain businesses achieving while similar companies are struggling to keep their doors open? To the serious observer of achievement and leadership, the common thread of success presents itself in vivacious, living color. Success reflects the quality of the organizational leader, the person directing the business symphony.
The lead entrepreneurial achiever (there is seldom more than one early in an organization's life) shapes an environment attractive to talented people. The talent is encouraged to come forth with innovative and experimental ideas–to foster new thoughts and concepts, to challenge the status quo. Simply put, the leader encourages innovation and imagination.
We can determine if an organization has creative leadership through observation. Is it hierarchical or decentralized? Is attracting and accommodating talent a continual process? Is self-improvement encouraged? Does the organization try to bring opportunities on the horizon into focus? Does it adjust quickly to external influences? And, finally, is it customer-focused, practicing "customer closeness" actively, aggressively and constantly? All of these are "acid test" questions for an organization striving to be entrepreneurial and forward-looking. Achieving organizations answer these questions with a resounding "yes."