Week 1 Discussion Response- Capstone

Week 1 Discussion Response

Capstone

The Big Picture

Colleague 1- Kristina Rivera

The Role of Culture, Mission and Purpose in Organizational Strategy

Greene (2022) states:

People learn their company's culture primarily by observing and experiencing the consequences of actual behaviors. Employees watch how leaders behave, which colleagues get promoted, who's listened to in meetings, and how managers assign choice projects…Achieving superior business performance depends critically on how well culture aligns with the formally designed elements of an organization: strategy, structure, systems, and processes.

Understanding Strategy and the Big Picture

Strategy is the process an organization uses to determine where it wants to go, how it will get there, and how it will use its resources to achieve its goals. I feel that strategy helps leaders move beyond simply reactions to challenges and focus on the bigger picture outcome. Leaders face competing priorities, limited resources, and constant operational demands. A well-developed strategy provides necessary direction and helps leaders align their decisions with the organization’s long-term initiatives. It creates an understanding of initiatives should receive attention, which opportunities should be pursed, and what activities may not support the organization’s overall objectives.

The Role of Organizational Culture in Strategy Development and Execution

Organizational culture plays a pivotal role in development and executive of a business strategy. Culture represents shared values, beliefs, behaviors, and expectations that influence how employees interact and perform their duties. From my work experience in healthcare, some of the most critical aspects of organizational culture include communication, leadership support, accountability, collaboration, and employee engagement. These elements are essential because even the strongest plan will struggle if employees do not understand the goals or feel supported in achieving them. Grant (2021) states, “to build a learning culture, we need to create a specific kind of accountability – one that leads people to think again about their decisions.”

For example, a strategy focused on improving quality and patient safety requires a culture where employees feel empowered reporting concerns, leadership effectively responds to identified issues, and teams collaborate to implement improvement initiatives. If an organization has a culture of poor communication or is historically resistant to change, employees may view strategic initiatives as additional tasks rather than meaningful priorities. Therefore, organizational culture must support the behaviors and mindset necessary to successfully execute the strategy.

The Benefits of Mission Driven or Purpose Driven

I believe there are significant benefits to organizations being mission driven or purpose driven when developing their strategic plan. A clear mission or purpose provides employees and leaders with a shared understanding of why the organization exists and what it is trying to accomplish. This can create stronger alignment between strategic goals and daily decision-making.

In healthcare, for example, a mission centered on improving the health and well-being of their patients can guide decisions related to quality, safety patient experience and resource allocation. Dillard (2021) states, “Regardless of demographic background, we all share a basic need to belong, to be accepted, and to avoid rejection. Managers should use this tool to engage in self-refection” (pg. 8). Employees feel more engaged when they understand how their individual roles contribute to larger purpose. A mission driven approach can motivate and create a sense of lasting connection between employees to organizational goals.

Potential Challenges and Compromise

PwC (2021) states, “survey[s] shows that this chasm between leaders’ between leaders’ and employees’ perceptions persists, extending to almost every element of culture. This gap creates a huge barrier to realizing the benefits of investing in culture. At the heart of this mismatch is the issue of authenticity” (pg. 10).

However, organizations must consider potential challenges associated with being strongly mission or purpose focused. One possible challenge is that leaders may because so focused on the mission that they overlook financial realities, operational limitations, or changing market conditions. A mission alone will not sustain an organization if the strategy does not address financial performance, efficiency competition, and long-term sustainability.

Organizations may face difficult situations where their mission driven goal competes with resources availability or business priorities. There, the most effective approach is to balance mission and purpose with practical strategic planning. A strong mission can provide direction and motivation, while a well develop strategy ensures that the organization has realistic goals, allocates appropriate resources, and measure actions achieve their intended purpose.

 

References:

Dillard, S. R. (2021, April 19).  How inclusive is your leadership? Harvard Business Review Digital Articles, 1–8.  http://hbr.org Links to an external site.

Grant, A. (2021, February 3).  Building a culture of learning at workLinks to an external site. Links to an external site. . strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

Greene, J. R. (2022).  Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site. Links to an external site. . Board Leadership, 2022(181), 1–8.  https://doi.org/10.1002/bl.30215 Links to an external site.

PwC. (2021). Global culture survey 2021:  The link between culture and competitive advantageLinks to an external site. Links to an external site. . https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf

Colleague 2- Dylan Smith

The Role of Culture, Mission and Purpose in Organizational Strategy

Greene (2022) states:

People learn their company's culture primarily by observing and experiencing the consequences of actual behaviors. Employees watch how leaders behave, which colleagues get promoted, who's listened to in meetings, and how managers assign choice projects…Achieving superior business performance depends critically on how well culture aligns with the formally designed elements of an organization: strategy, structure, systems, and processes.

Understanding Strategy and the Big Picture

Strategy is the process an organization uses to determine where it wants to go, how it will get there, and how it will use its resources to achieve its goals. I feel that strategy helps leaders move beyond simply reactions to challenges and focus on the bigger picture outcome. Leaders face competing priorities, limited resources, and constant operational demands. A well-developed strategy provides necessary direction and helps leaders align their decisions with the organization’s long-term initiatives. It creates an understanding of initiatives should receive attention, which opportunities should be pursed, and what activities may not support the organization’s overall objectives.

The Role of Organizational Culture in Strategy Development and Execution

Organizational culture plays a pivotal role in development and executive of a business strategy. Culture represents shared values, beliefs, behaviors, and expectations that influence how employees interact and perform their duties. From my work experience in healthcare, some of the most critical aspects of organizational culture include communication, leadership support, accountability, collaboration, and employee engagement. These elements are essential because even the strongest plan will struggle if employees do not understand the goals or feel supported in achieving them. Grant (2021) states, “to build a learning culture, we need to create a specific kind of accountability – one that leads people to think again about their decisions.”

For example, a strategy focused on improving quality and patient safety requires a culture where employees feel empowered reporting concerns, leadership effectively responds to identified issues, and teams collaborate to implement improvement initiatives. If an organization has a culture of poor communication or is historically resistant to change, employees may view strategic initiatives as additional tasks rather than meaningful priorities. Therefore, organizational culture must support the behaviors and mindset necessary to successfully execute the strategy.

The Benefits of Mission Driven or Purpose Driven

I believe there are significant benefits to organizations being mission driven or purpose driven when developing their strategic plan. A clear mission or purpose provides employees and leaders with a shared understanding of why the organization exists and what it is trying to accomplish. This can create stronger alignment between strategic goals and daily decision-making.

In healthcare, for example, a mission centered on improving the health and well-being of their patients can guide decisions related to quality, safety patient experience and resource allocation. Dillard (2021) states, “Regardless of demographic background, we all share a basic need to belong, to be accepted, and to avoid rejection. Managers should use this tool to engage in self-refection” (pg. 8). Employees feel more engaged when they understand how their individual roles contribute to larger purpose. A mission driven approach can motivate and create a sense of lasting connection between employees to organizational goals.

Potential Challenges and Compromise

PwC (2021) states, “survey[s] shows that this chasm between leaders’ between leaders’ and employees’ perceptions persists, extending to almost every element of culture. This gap creates a huge barrier to realizing the benefits of investing in culture. At the heart of this mismatch is the issue of authenticity” (pg. 10).

However, organizations must consider potential challenges associated with being strongly mission or purpose focused. One possible challenge is that leaders may because so focused on the mission that they overlook financial realities, operational limitations, or changing market conditions. A mission alone will not sustain an organization if the strategy does not address financial performance, efficiency competition, and long-term sustainability.

Organizations may face difficult situations where their mission driven goal competes with resources availability or business priorities. There, the most effective approach is to balance mission and purpose with practical strategic planning. A strong mission can provide direction and motivation, while a well develop strategy ensures that the organization has realistic goals, allocates appropriate resources, and measure actions achieve their intended purpose.

References:

Dillard, S. R. (2021, April 19).  How inclusive is your leadership? Harvard Business Review Digital Articles, 1–8.  http://hbr.org Links to an external site.

Grant, A. (2021, February 3).  Building a culture of learning at workLinks to an external site. Links to an external site. . strategy+business. https://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?utm_source=itw&utm_medium=itw20210701&utm_campaign=resp

Greene, J. R. (2022).  Boards can accelerate business performance by fully engaging on organizational cultureLinks to an external site. Links to an external site. . Board Leadership, 2022(181), 1–8.  https://doi.org/10.1002/bl.30215 Links to an external site.

PwC. (2021). Global culture survey 2021:  The link between culture and competitive advantageLinks to an external site. Links to an external site. . https://www.pwc.com/gx/en/issues/upskilling/global-culture-survey-2020/pwc-global-culture-survey-2021.pdf