We all like to think that we are in an organisation that is well equipped to handle change. But strangely not all are. Those that are, that readily adapt to change and perform well are typically results-oriented.
I have worked for a broad spectrum of organisations. From global blue-chip firms to small start-ups to mammoth government departments. I can guarantee, without doubt, which of these types of organisation are best equipped to adapt to change and which is stuck in the proverbial mud.
Ask yourself these questions…Have you ever worked for an organisation where:
- Even the most minor decision had to be debated at length?
- A consensus had to be reached in order for a decision to be made?
- Decisions would not be made until the latest possible moment (and may put the success of the outcome in jeopardy because of it)?
That type of organisation is not results-oriented. Typically they hold lots of meetings, conduct studies, carry out assessments, call in consultants to confirm their analysis, etc. Often it is difficult to see just what had been accomplished from the months and months of activities.
Results-oriented organisations determine the desired end result and make concrete, step-by-step action plans to achieve it. Their supportive execution culture takes a results-oriented approach to every situation, when one solution doesn’t work, they learn from the slip-up and devise a new one. Overall they create a solid action plan to accomplish their objectives.
These organisations are classed as agile. They have the flexibility to change quickly in response to demands, aren’t plagued by bureaucracy and not slowed down by antiquated internal processes. This results-oriented approach allows them to act quickly, execute for results and be successful.