________________________________________________________________________________

 

 

 

 

 

Too busy to read online? You can read our column in TechWeek.  Or sign up for our FREE newsletters... we donate a portion of every page viewed to nonprofits that support women in technology 

Daily Competitive  Reports & Indexes 

Top Women Companies

New Media/Web Agencies

Hot Internet Companies

Search & Portal Companies

Database/Web Publishing

Entertainment & News Pub

Software & Systems Integ.

PCs, Hardware & Servers

Semiconductors

Ecommerce & Ebusiness

 

Read TECHdivas E-Zine

 

Ebusiness Vol5  report on Linux Conference

Ebusiness Vol 4 - Linux Overview

EBusiness Vol 3 -  around the Witi Conference

Ebusiness Vol 2 - report on the ICE conference

Ebusiness Vol 1 - Ebusiness primer

 

 

letters and Personalized News

Copyright 2000-2007 Tech Divas, a Diva Networks company, All rights Reserved.  Free News Copyright 2000-2007 InterestAlert,  All trademarks are property of their owners.

 

 

 

 

Build A Successful Organization

Entrepreneurs must build extraordinary organizations. What makes this happen? Time and time again the difference between success and failure has been the people and the organization.

Extraordinary organizations possess corporate DNA that dictates hiring good people and treating them well. Employees need to be good at what they do. Not every employee will make a good manager. Discern who is management material and who is not. Grow people into functions where they can succeed and excel.

Leaders display their values to their organizations. This makes a big statement about what is expected and accepted. Remember, employees learn by example. Be a good role model. Educate employees about the company's mission, values, and culture. This becomes orientation by management.

Corporate culture makes a company and determines how well it functions. Validation comes from the client/customer. Has your company devised a strategy that evolves to where the customer needs to be? Does your company do what it says it will? Does it continuously improve? Does it take the high road and not rest on its laurels?

Hire the best people possible. Spend the time and money necessary for thorough reference checks. Opt for experience, but look to youth for energy. Make hard decisions early and do it fast. Firing an employee is difficult but delaying rarely improves the situation.

Build a great culture and do it early. Define what is wanted, how to create it, why it is needed, and what is important. Assemble the key players and ask them what they want in a team because this can not be decreed. Advocate and encourage collaboration between employees. This must be a deliberate and continual process that becomes second nature.

Leverage intellectual property. Benefit from the brains of the whole organization by establishing a "knowledge-net" facilitated by online dialogue and other communication media. Make training readily available. Service companies need to especially pay attention to this.

Maintain a work community where managers and executives are personally involved with employees and the work place. Treat employees like family. Often employee referrals make some of the best workers. Build a culture where employees can have fun because a lot of their time is spent at work. Celebrate successes.

Establish a true, open door policy where questions can be asked and answers are given without fear. Set high company ethics and standards.

Extraordinary organizations are

  • Client/customer obsessed. They keep listening to customers and ask good questions.
  • Honest. They deliver the best they can. Integrity drives the quality of work. The question becomes "Is the world a better place because of their company?"
  • Helpful. It is important to assist the customer in becoming more effective.

 

  • Innovative. Giving the customer a better value shows this.
     

Telltale characteristics of highly functional organizations are

  • A good work environment. Employees are having fun at work.
  • Profitability. Financial success means continued growth.
  • Flexibility. The strategy over time is to seize opportunities and leverage them to advantage.
  • A succession plan. This indicates forethought and planning made for the organization's evolution or restructuring. It could mean bringing in outside management skills to handle growth issues.

Building a Winning Team

Successful Organizations come from winning teams.  It is difficult to define what winning is and make it fun. Winning does not come easily. It is a prerequisite for a company that scales. It means hard work. Entrepreneurs must believe in what they are doing - both objectively and subjectively. Employees sense if owners believe in what they are doing. The management team must also be believers.

Key elements for winning include;

  • Knowing the end points. Plan from the beginning to the end by knowing where the start and finish are.
  • Engineering for organizational and systems scalability. Begin with experienced senior staff and build the rest from there. Ensure the ability for rapid expansion. Build modular prototypes into systems.
  • Having three plans. The first one is the one used to work by. The second one is used when the going gets tough. The last one is the aggressive plan for rough times.

Some traits indicative of winning organizations are

  • Mutual respect and diversity shown to customers and employees
  • Appropriate action that follows the talk (walking the talk)
  • Absence of political bull s--t
  • Recognition of the moment of truth. Every contact with customers and employees is that moment.
  • Hard work and hard play
  • Continual employee awareness about the key, evolving value drivers of the organization
  • Hiring good people
  • Savvy organizational growth and learning styles
  • Delegation of authority by ownership while relinquishing responsibility

Written by Judy Kong, Analyst for TECHdivas.com