Home > Corporate, Governance, Leadership, Management, Organizational Design, Sustainability, Sustainable Architecture > The Why, What & How of Organizational Sustainable Advantage™

The Why, What & How of Organizational Sustainable Advantage™

This blog is condensed from a six part blog that was published beginning October 2010 co-authored with Tia Carr-Williams.

In 2011, business as usual is not an option – organizations need new ways of thinking and organizing if they are to do more with less, and ensure ongoing business growth and renewal. How successful your organization becomes at acquiring and retaining a leading position in your niche marketplace depends critically on how you position your business relative to other businesses. In the past this involved gaining Sustainable Competitive Advantage (SCA) over “competitors”; we recommend replacing this outmoded concept with Organizational Sustainable Advantage™ (OSA™).

OSA™ differs significantly from the familiar SCA. Both OSA™  and SCA involve introducing the right products and/or services at the right time in the right contexts with the right supply chains, and then continually updating, optimizing, and retiring them as necessary; however. SCA pits both employees and organizations against one another in a never ending competitive “survival of the fittest” which is out of date in this era of open innovation and collaborative stakeholders. OSA™ strategy and implementation are based on the win-win collaboration of all parties, and on plans that are ethical, and without negative impact on relevant ecological, sociological or environmental systems. In other words, SCA tries to push change into being – yeah, just like pushing on a rope – whereas OSA™ pulls change into being and at the same time adds the desirable Triple Bottom Line (TBL) elements as a significant component of sense making and decision making.

Implementation of OSA™ mandates an engaged workforce as a necessary component of its culture. This employee-centric culture then becomes as much the organization’s foundational differentiation as the products or services it provides. Having significant differentiation continuously proposed from an engaged workforce provides a formidable distinctive resource for promoting and maintaining marketplace uniqueness.

Genuine OSA™ demands a decentralized organization with a polyarchic approach, providing both independency and interdependency of all major components of organizational processes. People at all levels must be epi-central to the co-evolution and co-maintenance of strategy, structure, processes, and rewards. This human-centric style organization will include employees in most of the organization’s responsibilities and decision-making, ensuring incremental investment by each member in the rigors and rewards of a profitable company.

So how is OSA™ introduced into an organization?  To ensure and encourage the necessary organizational climate of innovation and TBL focus, monitoring, and reporting, when an organization begins to navigate the transition from SCA to triple bottom line OSA™, The Leadership Alliance Inc. [TLAINC] has led the way in creating an easily understood seamless performance-based process. This process is one that an organization may readily morph into. It reduces the organizational complexity typically involved in such a large scale change; promotes formation of a fractal organization; fosters common OSA™ understanding and values across all organizational levels; nurtures a culture with innovation at its heart; encourages collegial, participative, open business systems; promotes and leverages networks and social interaction; and provides systems to measure and report progress continuously.

In order to easily understand and rapidly adopt TLAINC’s seamless performance-based process to navigate the transition from SCA to triple bottom line OSA™, organizations need to cultivate a culture having sustainable business principles, learning and innovation at their heart. There must be a motivational visionary strategy allied with a deep human context structure; workforce integration systems of high efficiency, capability and efficacy; a synergistic co-operative culture that fosters thinking on how everything can be improved and costs reduced; and there must be task agility for optimal productivity.

This is a tall order, but to achieve these ends, TLAINC supports its clients in undertaking two processes concurrently. One process involves creation of an organizational “attractor” – a central core of strategic business concepts, business processes, and social norms to be refined and used by employee networks at all levels to mutually shape the organization in a dynamic manner; the second process is cultural, and involves creation of a socialized environment based on trust, true dialogue, and the lessening of the power struggles that exist in organizations.

These interventions may be optimally achieved based on TLAINC’s transformative approach. This involves forging a unique ‘solidarity network’ that is inclusive of all the important organizational networks. In this approach representatives of all the various key organizational and governance networks, including the Board and CXO’s, hold dialogs together for the good of all the stakeholders. TLAINC has the proven capabilities to identify the representatives of the key organizational networks, and the real-life organizational experience to assist formation of the solidarity networks.

These solidarity networks re-design and re-develop the systemic organizational structure, business processes, roles, and tools, to specifically develop an environment where learning and adaption will be essential to successfully carrying out the work of every employee. In this pursuit, new structures and ways of working to adjust to, and to continue adjusting for, a changing set of conditions are created by the continuous dynamic process of co-evolution with a changing environment that is underpinned by learning. This approach leverages a distinctive characteristic of complex systems which is their ability to create new order; that is, a different way of working, thinking and relating —  OSA™ is this continuous process of co-evolution. It is neither a one-off change which remains static, nor a reversion or adherence to the status quo. This means understanding and working with (not constraining) the characteristics of organizations as complex social systems.

The measurement, monitoring, and reporting of the above pivotal features are critical to success. TLAINC will collaborate with a client to provide a customized version of TLAINC’s Sustainability Scorecard™ to truly reveal the advances that indicate improvements are being realized, and to highlight next steps. If you are serious about having your organization navigate the transition from SCA to triple bottom line OSA™, TLAINC is the consultancy to help you make it a reality – why not give us a call?

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