Finally, I can devote myself to the subject so dear that we developed last September 18th, 2014, during the “hengi leadership event 2014” in hengi house.

I take this opportunity to thank all those who have participated, friends, customers, suppliers and collaborators, who have made the day a real intellectual holiday time of collective well-being. Being together to think and grow in leadership and enterprise science is always a great human opportunity for change for continuous improvement. For this reason, I would like to embrace and thank everyone once again.

The stable datum that has shown itself fundamentally, today, in the face of a change so fast and inevitable of the planet in the social and economic order, is that deciding a strong challenging and motivating vision is the unique value that allows an organization to thrive.

The leader no longer has other choices: or assumes the ethical duty to definitively elect who wants to be in and for the market with its own internal organization (collaborators) and with the partnership (suppliers and customers) or the conformity of his own thought and actions leads him to live an embarrassing comparison with non-realty.

To be more clear:

The company as a whole can no longer afford not to be the most useful and unique in its market reference.

Not “be the difference” takes a very dangerous meaning, in the face of an increased demand in the approach to expect more and more qualification in one’s choices, valuing, therefore, only those systems that enhance their quality of life. A company is unable to qualify for the future aims at the negative consequence of not being chosen more than the others, remaining in a condition of harmful re-activity and conditionality.

In fact, accepting to be a particular change in global change basically means accepting the reality,
since change is a reality that is not conditioned and cannot be conditioned by the human being.
The organization highlights the value of a continuous comparison with the result of quality (of high social and economic value) to motivate oneself continuously towards challenging goals to improve the result itself; in an evolutionary dynamic of productivity effective to realize the vision. Is no longer to have the most saleable result, but to continuously improve the result of the highest desirability for growth and collective prosperity, from the supplier, to the collaborator and to the customer.

Clearly, today an enterprise can no longer improvise, talenting its own expansion into the future. The growth is defined in a methodical context, of persevering analysis, logic and synthesis towards the motivating and challenging confrontation with the result of effective quality to realize, in continuous trend, the vision.

Not knowing the science of consolidated expansionmeans, consciously or unknowingly, to disassociate and distract oneself towards failure. Better said, failure simply and directly means not realizing the vision. In many ways, failure said is the counter-vision.

The organization passes through continuous cycles of expansion and consolidation, where we can notice that:

Expansion

Horizontal consolidation can similarly be considered, because strategic activity ordered
to exalt what the enterprise knows “do better” than the market;

Consolidation

Vertical expansion can also be seen as a tactical activity ordered to
strengthen what the enterprise “will do better” more than anyone in the market, to be considered tbtb (the best of the best).

The consolidation allows the company to recreate new expansion to obtain further consolidation, in order to live the growth as a methodical quality where, in coherence to the decisive and decisive corporate culture, the result of the quality in the making, expressed in productivity, becomes an achievable, transferable, replicable and improved competence.

When the leader does not evolve change through the cycle of consolidated expansion, the risk of failure turns into 2 very significant meanings.

Quick failure

The company, after a semi-cycle of expansion, does not realize the other semi-cycle of consolidation, degenerating into an irreversible crisis of rapid failure, where the organization highlights of the non behaviors” of:

  • • Out of control (lack continuous comparison with reality)
  • • Act without thinking
  • • Trend of demotivated performers
  • • Comparison“only” on shares
  • • Imbalance in quantity ordered (confusion in “what to get” for“what to do”)

Slow failure

The company, after a semi-expansion cycle, also realizes the other semi-consolidation cycle, but, on the basis of a real growth, self-reflects on the qualitative results obtained, not relaunching the other semi-expansion cycle to restart evolution for change and in orientation for vision. The habit of result, a sense of manifest omnipotence of leadership, corrupting values, creates the conditions in time to reach quick failure. In this case, the organization points out “false behaviour” of:

  • • False control (comparison with“according to us” reality)
  • • To think without acting
  • • “antagonism” trend (supplier, leader, collaborator and client are a problem)
  • • “comparison” only” on operational (and non-challenging) objectives
  • • Unbalance in the quality ordered (failure to respect the expected and agreed time)

In both cases, it is evident, the organization forgets the coherent orientation to the vision and dies in the failure. In 1.2 years in fast failure, in 5.6 years in slow failure. Today, many enterprises seem to be doing well”, while they are unaware that they are increasingly creating the conditions for the failure of the growth project called enterprise.

The loss of the dream, by talent or materialism, and, consequently, by vision, leads to the extinction of growth and change for all.

Vale.

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Author

Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.
Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.

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