"The best-performing companies worry less about performance and
more about their organizational capabilities" (Bititci, 2015).
Currently, I would agree with this statement, and I'll use a personal
example for further context. I work for a small textile company which
sells rolls of fabric to various clients and we held a staff meeting for
the first time in about 6 months. A great deal of this meeting
revolved around the sales performance of 2021, both overall and on
a customer basis. While there were both positive and negative
results, the leaders of the meeting were not only encouraging for the
2022 sales outlook but also made it apparent to highlight specific
new and improved capabilities the company currently displays. So,
while I believe every company should value the importance of
performance and performance evaluation to a high degree, the great
companies should worry (I prefer "focus") more so about their
organizational capabilities.
After reviewing the interview memos for Company A and Company
B, I can see the handful of differences between both companies.
Company A appeared to have more of a focus on its organizational
capabilities compared to Company B. Each division for Company A
highlighted multiple capabilities, most of which focused on the
overall customer experience. This shows a cohesive culture in which
Company A gears its focus towards optimizing each customer's travel
experience. I find this to be a positive organizational culture as it is
vitally important to have ideals in valuing customers throughout an
organization. On the other hand, I have the impression of a much
clearer divide amongst Company B's various divisions. While
ambitious, I found the interview notes on Company B's President and
IT Manager to be both unrealistic and a bit reckless. The President
and IT Manager are incredibly gung-ho with its newly integrated
technology, but divisions such as Sales and Operations have been
clearly negatively affected by all the immense focus on this
technological undertaking. With such strong opinions from
subordinates regarding the upper management of Company B, the
cultural divide is very much apparent. When leaders have tunnel
vision regarding one specific aspect or capability, it steers the
company focus away from the other critically important capabilities
that require time and attention, which as a result brings employee
morale down, negatively affecting both company culture and overall
performance.
