The need for the so-called “sustainability of the organization’s business” is imposed by focusing on all the actions that must be taken to successfully extend the life of the company. The leaders of the entity must analyze and analyze all factors external to the entity (social, economic, environmental, etc.) and must include them in the corresponding strategic analysis of the company. On the other hand the consideration of the opinions of the interested parties: suppliers, shareholders and workers are vital factors, with special mention of business activities to guarantee the attraction and retention of the employees.
The consideration of the organization in the long term in the face of short and medium term actions is an indispensable requirement to guarantee the future of the organization, and certain “actions” that support this business vision can be considered:
Maintain a dual vision
Referring to maintaining a balance between the actions and objectives in the short and medium term and the strategic direction defined in the long term. This type of “vision” allows the organization to focus on the current needs of its clients with a quality service and service and to ensure their competitiveness in the future taking into account the various challenges and opportunities that are generated .
At this point, the design of dual organizations defended by Kotter is postulated as a scenario to be taken into account when developing and allowing two “systems” of work within the organization. The conventional organizational chart and structure (as horizontal as possible) work to improve the efficiency of the various processes of the entity and on the other hand a “redarquía” is allowed that allows working relationships between workers from different departments outside the structure Hierarchy of the organizational chart promoting initiatives and initiatives much more dynamic and innovative.
Perform Triple planning
This point takes into account the planning and determination of the objectives of the organization considering three scenarios: the short, the medium and the long term.
The first one focuses on objectives or actions one year ahead and oriented in the improvement of our work processes and in ensuring and improving excellence in our customer service. The relationships between departments and the “limit points” between them are aspects to be taken into account for a proper development and optimization of the processes.
In the medium term, the goals to be reached with a three to five year limit would be placed and that includes lateral projects to our main business or profound improvements of the entity taking advantage of new developments or technologies. A good example of this particular is when companies computerize their processes in order to speed them up and optimize their resources.
The long term, which generally considers the image of the organization within 10 years, forces its leaders to be aware of trends and developments as well as invest in concepts that can develop in the future and aspects related to disruptive innovation *.
Note *. Many of these “future” concepts can be considered “science fiction”, however, their study and progressive analysis places the organization in an unbeatable “exit” position.
Work on the Reputation of the Company
It is based on several factors such as the emotional appeal, the “quality” of the products and services of the entity, the attractiveness of the work environment, economic performance, vision and leadership as well as aspects related to social responsibility.
Although all are considered important, many entities emphasize the most relevant perception of the clients and interest groups of the products and services of the organization. In order of relevance many entities consider the vision and leadership as a second factor, being a point highly valued by the interested parties, since a clear and focused vision is usually a sign of seriousness and good management.
The next factor considered is the work environment, as the correct treatment and the development of opportunities for the workers and the consideration of their points of view is usually a sign of the concern of the Directorate. This point results in the “reputation” of the entity by making it a desired goal of possible candidates.
Managing the future
In the fourth point the economic performance of the entity is placed on many occasions compared to our direct competition and in a few occasions valued as its evolution and expectation in the medium and long term.
After these points the aspects such as the emotional attractiveness that “approaches” and loyalty to the clients of the organization (as well as other interest groups, always try to collaborate with an entity that attracts us), actions in social responsibility (increasingly Valued by customers) and the commitment to innovation actions that advocates the generation of new ideas in the medium and long term. Maintaining Client Excitement It is undeniable that working with customers that already know us is easier than searching for new customers.
The loyalty of the clients is a fundamental mission of any entity and its loyalty, won by our credibility, must be translated into the “Holy Grail” of any entity. The trust of our clients entails getting continuous relationships with them as well as some large (and commercial *) proponents of our “brand”. * Note. It has now become fashionable beyond having customers having “followers” or “apostles” of our product or service. The good service and / or the good performance of our articles (including all the attention in the process of purchase or service, without neglecting the after sales service) has always been a very relevant aspect to gain the trust of the clients. Consideration Of these four pillars by the management of any entity is a very important point to guarantee the “maintenance” of the company in the medium and long term.
That the organization be a benchmark of client and of its own workers (in not few entities this is considered much more relevant than the so-called positioning in the mind of the client) and that its leaders are able to work in various “scenarios” With a view to scheduling correct actions and strategic objectives are attitudes and “virtues” that in the current moments where change is becoming a constant can guarantee the survival and future work of organizations. “Management is to do things correctly. Leadership is to do the right things. “Peter F. Drucker, consultant and expert in Austrian business management.