Managing Partnerships for Organizational Excellence...

Managing Partnerships for Organizational Excellence A partnership is a working relationship between two or more parties creating added value for the customer. It is defined as a relationship in which two or more parties, having compatible goals, form an agreement to share the work, share the risk and share the results or proceeds. It is a collaborative relationship between entities to work toward shared objectives through a mutually agreed division of work. It is the building of a sustainable relationship between the parties based on mutual trust, respect and openness. Excellent organization plans and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of its processes. They ensure that they effectively manage their environmental and societal impact. Strong partnerships enable organizations to do more than what they can do alone, become more diverse and innovative in their thinking and have the potential to reach a far wider audience. By sharing expertise, resources, and stakeholders, organizations that partner successfully are able to access new markets, spur innovation, and achieve greater outcomes. Entering into a partnership helps the organization with some added value that it cannot achieve in any other way even with the outlay in time, money and materials. Typical benefits can include reduction in time to market, first to market with new technology and reduction in costs. Partnership can avoid duplication of efforts, provide for pooling of scarce resources, and promote coordinated, focused and consistent mutual efforts toward achievement of organizational success as well as in the bottom line. A partnership  can be a handshake (not a handout) with a written agreement between the parties with appropriate legal authority. It needs fairly equal participation of the partners and is to be consistent with the plans, policies...

Harnessing Creativity and Innovation in Organization for Excellence...

Harnessing Creativity and Innovation in Organization for Excellence  In the present day of complex and volatile global environment, an organization having rapid adaptability only succeed. The best practices of success of yesterday are no more valid and following of those practices can push the organization towards disaster. There are several examples of the organizations which became so charmed  with, or paralyzed by, the status quo that they failed to notice the winds of change and faded into oblivion. A successful organization of today is aware that the work processes are changing at a much faster pace these days and it has to face the challenges of rapidly changing technology, globalization, uncertainty, unpredictability, and turbulence. Such organization understand the importance of harnessing creativity and innovation and knows that this activity is critical for the success of the organization in maintaining its competitive advantage as well as in its survival. Management of such organization unleash the talents of its employees and also harness all these diverse talents to yield a useful and cohesive result. Differentiating creativity and innovation Often creativity and innovation are considered synonym of each other. But these two words convey different aspects. While creativity is always been at the heart of human endeavor, innovation creates value and is recognized as central to organizational performance. Innovation is considered, quite simply, an absolute necessity for the survival of the organization. Creativity is a process of developing and expressing new ideas that are likely to be useful. The process of creativity ends in an innovation. Innovation is the embodiment, combination, and or synthesis of these ideas in relevant, valued, and new products, services, processes or procedures. Creativity is about the generation and sharing of ideas, while innovation is the process by which these creative ideas get implemented. The...

Building Organizational Capabilities for Excellence...

Building Organizational Capabilities for Excellence  Organizational capabilities are rapidly becoming recognized as important keys for the organizational success. Today developing new capabilities is a strategic necessity for an organization. The organization confronts many challenges while developing new capabilities for addressing the demands and opportunities of the present day ever-changing environment. Organizational capabilities entail extensive learning process dispersed across complex activity fields that even extend beyond the activities of the organization. Organizational capabilities are concerned with the ability of the organization to combine different types of resources, especially organization specific knowledge embodied in the employees, in order to create new resources that enable the organization to achieve and sustain its competitive advantage. Organizational capabilities are viewed as a type of strategic resource since it is rare, valuable, inimitable, non-tradable, and non-substitutable. Organizational capabilities focus on the ability of the organization to meet customer’s demand and the aspirations of the stake holders. In addition, organizational capabilities are unique to the organization so as to prevent replication by the competitors. These capabilities are anything that the organization does for improving its performance and differentiating it from other competing organizations. Developing and cultivating organizational capabilities can help the organization to gain an advantage in its operating environment by focusing on the areas where it excels. There are several definitions of organizational capabilities. Some of these definitions state that the organizational capabilities are ‘an all round quality …’ (Stephenson, 1999), ‘ability… to effectively meet… business objectives’ (ANAO, 2001), ‘a process of examining an organization to increase its capacity…’ (Haertsch, 2003), ‘capacity… to deploy existing resources to perform some task’ (Grant, 2004), ‘the embodied knowledge set that supports competitive advantage …’ (Gill & Delahaye, 2004), ‘often referred to as organizational competences, although strictly a capability refers to the potential and...