Being
relevant in the marketplace, April 7, 2006, 9C.
An
interesting thing about organizations is their ability to
outlive the people who give them life. They are not limited
to the life-death cycle that is characteristic of all living
organisms. The Christian Church, for example, is nearly
2,000 years old and still going strong. It is much older
than the pastors, missionaries, or church members that have
given it life over the past two millennia.
Long-lived organizations have the ability to continuously
attract and maintain relationships with members, supporters,
and customers. As time passes and former associates fall
away, new supporters must be brought into organizations for
them to remain intact. The mission, goals, ideals, and
offerings of an organization must be transmitted to its
future generations of organizational members and those who
interact with the organization—supporters and customers.
At the
core of all organizations is a dependence on exchange with
parties outside the organization. Without regular exchanges
of organizational goods and services for external money and
other capital, organizations will eventually go out of
business. When organizational offerings are no longer
needed or wanted by those outside the firm, organizational
survival will be in jeopardy. Long firm life requires the
effective assessment and alignment of market wants and needs
with organizational offerings—which is a process of
continuous and constant change and adaptation. Healthy
organizations are those that constantly engage in
exploration, discovery, reflection, learning, forecasting,
and repositioning.
The same
processes at work on organizations that want to remain
relevant and viable in the marketplace also apply to the
people who give life to organizations. As organizations
respond to new demands in the marketplace, they need workers
who can help them meet those demands. Dramatic changes in
technology, communication, information management, and
transportation systems have caused businesses to change in
many dramatic ways as well. Organizations need workers who
possess the skills and competencies needed to lead, develop,
and grow organizations in frenetic and rapidly changing
environments. Workers must find ways to keep themselves
valuable and able to contribute to organizational success by
continually assessing and aligning their abilities and
contributions with the needs of their organizations. They
must constantly engage in exploration, discovery,
reflection, learning, forecasting, and repositioning with
respect to their career opportunities, skills, competencies,
and abilities—otherwise they might find themselves “out of
business.”
Organizations must remain relevant and offer something of
demand in the marketplace to stay in business. Likewise,
people need to be and remain relevant in the marketplace.
They must enter the workforce with valuable skills and
abilities and they must be encouraged and supported by their
organizations to gain additional training, education, and
experience. Organizations are people—the interests and
abilities of the two are inseparable. Being relevant in the
marketplace is necessary for organizations and workers.
Healthy, vibrant, and relevant organizations are made up of
healthy, vibrant, and relevant individuals—they both must
constantly seek ways to grow, learn, and position themselves
for long-term success.
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