Nations and Companies, Haves and Have-nots
Monday, November 30, 2009 at 8:49AM
Steve in Organization, Organization

I read an interesting piece in Esquire online titled 'What Makes a Nation Rich, One Economist's Big Answer'.

In the piece, the author asserts that some countries are wealthier, safer, and more successful than others not primarily due to natural resources, colonial traditions, or even technological advances. Flickr - peppergrass

Rather, some simple and basic concepts of openness, transparency, and fair and trusted institutions are the most likely predictors of success as a nation. The author cites examples of the split US-Mexican city of Nogales and North and South Korea as examples supporting this theory.  North and South Korea have essentially similar climates, natural resources, histories, and there really is no 'real' reason why one nation should be any more successful and its inhabitants standard of living substantially better than the other.

The author offers some macro-level approaches to the issue (trade embargoes, diplomatic pressure, support for open government) and some micro-level remedies (more and faster internet access, more robust encryption tools, and better cell phone networks.) 

What I wonder is if some of these 'nation' recommendations could also to be applied to organizations?

What if there really was not any inherent advantage in your organization's products, services, location, or otherwise that you could leverage to win in the marketplace? What if your success was largely going to be determined by the very same criteria we see in the success of nations? Namely, openness, transparency, employee access to information, no fear of draconian reprisals, and an environment where everyone has a right to be heard?

What if the really important differentiator was culture, how people are treated, the willingness of employees to open up, and the organization's support of honest, open, and transparent communication?

Maybe those are the really important differentiators.  So instead of draining every last ounce of managerial and company energy trying to uncover 'the next big thing', perhaps try working on those other capabilities or traits that are freely open to all.

And maybe, just maybe the 'next big thing' will emerge.

Article originally appeared on Steve's HR Technology (http://steveboese.squarespace.com/).
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