Thirty years ago, customers’ primary demands were related to product quality. Once international competition met and ultimately surpassed the existing quality standards, it became critical to build quality assurance into most elements of the manufacturing process in order to remain competitive. With that accomplished, while still necessary as the price of entry, quality could no longer be considered a significant competitive advantage. Twenty years ago, with higher quality standards in place, service became a competitive advantage and the driving force in winning market share. Consequently, demands for service forced suppliers to look at customer satisfaction as the primary criterion for success.
When you hear someone described as “nice” it evokes a particular image, but I doubt it tells you much of significance about the person. The same could be said of “high potential” when discussing leadership development.
Researchers at Chally Group, a GrowthPlay Company, just released the results of their fifth annual Global Leadership Research Project. Each year, they survey Chief Executive Officers and senior Human Resource leaders to find leadership development best practices from top companies. The research produces Chief Executive magazine’s “Best Companies for Leaders” list.
For an organization to be best-in-class, its leadership must not only understand the difference between strategy and culture, they must pursue them both separately and deliberately. A heavy emphasis on strategy cannot make up for a lack of attention to culture cultivation.