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IS YOUR ORGANIZATION READY FOR THE NEW CHALLENGES?

Part Three 


Organizations must accept the fact that attaining objectives and rapid growth demand a serious rethinking of their understanding of this information age realities, markets, identifying customers and competitors, their values and behavior, technology and its dynamics, and the company’s strengths and weaknesses.


Not only that organizations have to be customer-focused organizations, but also to innovate and implement strategies that focus on the entire resources that the organization has, particularly, those that the competitors cannot reproduce – people. Moreover, there is no point focusing on a position the company cannot maintain or on developing competencies that have no competitive results.


Business owners should ask themselves what would happen if business giants enter the market. What would happen to our supermarkets here if, for example, Wal-Mart or Carrefour comes in? What will happen if the strong organizations come and have branches in every city in the country? The answer is that any unprepared business will face major problems and it will struggle for survival.


It is not enough that the organization is making profit at the present; it also must realize its potential and build a strong foundation for the future. It must re-evaluate its position and plan to be ready for the unpredictable future by committing to change.


However, when it comes to change, there are three choices. The first is that organizations wait for things to change then react to it, and that – in most cases – will be too late. The second is that organizations anticipate that things will change then act before it happens. The third is that organizations actively participate in the necessary change and create their own future, and this will make the big impact and difference.


Organizations also must hire the best people. Knowing what is best to do to satisfy customers is too important for the organization’s success. The key is that organizations must locate the functions that are most important to customers and locate the best people and use their skills and talents to focus on that specific unit performance.


To be ready for the future, the organization also must be a “learning organization”. A term first used by Chris Argyris , which means, “a company that learns as it goes along, adjusting its strategies and ways of doing business very responsively, developing its human resources and continuously improving. Learning organization is where people continually expand their knowledge, where new innovation and thinking are nurtured, where creativity is set free and where people are continually learning how to learn together to create the results the organization truly desire.


Becoming a learning organization will assure the competitive advantage of the company. The competitive advantage comes from the persistent search for improvement and excellence that done by a series of steps made continuously, rather than from great leaps.


Being a learning organization will not only improve the Knowledge work, but also will increase the number of the knowledge workers. Organizations must participate in the process of creating what is now called, “Intellectual Capital”. Intellectual Capital” is a term refers to people in jobs with knowledge and expertise, analytical and problem-solving skills, general thinking and creative skills, which all are important for the success of a business.


The organization can be a successful one in the present and the future if its key players are incredibly smart, committed to change and cope with it, developing their people, identify their competitors and the competitive advantage, pull the best out of the best people and getting them to deliver superior work, always be prepared when things get tough for the business, and produce excellence.


We should ask ourselves, if we are not excellent, then what? If we are not excellent now, then when? We should look for the best and be excellent, always.

DR. ALI QASSEM'S BOOKS

Islamic Leadership Book | Dr. Ali Qassem

LEADERSHIP FROM AN ISLAMIC PERSPECTIVE

Managers' Dilemmas Book | Dr. Ali Qassem

MANAGERS' DILEMMAS

Going The Extra Mile Book | Dr. Ali Qassem

GOING THE EXTRA MILE

Succession Planning Book | Dr. Ali Qassem

SUCCESSION PLANNING

SOME ORGANIZATIONS THAT DR. ALI HAVE SERVED...

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