What’s the secret to building a great organization? How do you sustain consistent growth, profits, and service in an industry that can literally change overnight? And how do you build a culture of commitment and performance when the notion of loyalty — on the part of customers, employees, and employers — seems like a quaint anachronism? I can answer basically in two words: be yourself.
That is both a simple and a profoundly difficult goal. It means spending less time benchmarking best practices and more time building an organization in which personality counts as much as quality and reliability. It also means cultivating an ability to embrace paradox.
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