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Big opportunities to boost organizational vitality by focusing on improving cooperation between disciplines, meeting effectiveness and practical and emotional support to middle management.
“Vitality levels” among executives in global companies are disconcertingly low, according to respondents of the 2017 Benchmark Study on Organizational Vitality, conducted by Borderless ResearchSM. Because Organizational Vitality impacts revenue, productivity, innovation and engagement, the study highlights opportunities for corporate managers to tap into energy sources that increase vitality and improve organizational performance.
The benchmark study captures insights from 400 global executives worldwide, across a range of industries.
The Borderless perspective
“Much managerial effort is spent on fighting sources of stress. Recognizing and understanding the energy sources of an organization and creating the conditions to tap into them offers a constructive alternative,” explains Niels-Peter Van Doorn, Borderless Consultant.
Companies adjust to changing circumstances by changing their strategy and their structure. To improve the agility of their organizations, managers should focus on synergy (cooperation between people) and the support of individual employees to create an important source of energy. However, these tend not to be part of current priorities.
“We also see that the workplace has evolved to serve the needs of generations over 45. The workplace needs to be adapted to ensure the engagement of younger generations,” adds Mijke Ketting, Borderless Consultant.
“Organizations focus on establishing shared values and a sense of belonging based on a well-defined corporate identity,” says Andrew Kris, Founding Partner, Borderless. “Given their reactions, it is evident that respondents would benefit more from practical and moral support from their leaders and peers.”
To that end, Borderless offers the following recommendations to increase levels of both organizational and personal vitality: