Any professional with an ounce of credibility will tell you that the future of your company is in its team. Let’s hanker down on the ideas that surround success and achieving longevity.
What Is The Origin of the Word ‘Organisation’?
The Oxford defines Organisation like this;
Most of us would assume that the origin of the word, organisation, would have something to do with organising or organisational methods, like The Oxford Dictionary states above. Although this is definitely an aspect of company structure — it’s not its neither it’s origin or true description.
What about ‘organ’? like a lung or heart, or other components of a large organism? I liked that description too but it’s unfortunately not quite right. Organisations are like organisms, yet the true meaning of the word ‘organisation’ translates to ‘instrument’.
From the Greek, Organon, meaning instrument or tool used for work. For example, Aristotle’s first books were grouped together by his students under the title of Organon, meaning instruments and tools used for intellectual work, i.e., think- ing. (Bruce, Raymon. (2014). Founding an Organization Theory of Work Policy as Imperative Regimes of Regulated Freedom for ITC Development. International Journal of Information Communication Technologies and Human Development. 4. 39–55)
It’s not the most awe-inspiring back story but it’s important to understand the wider image of an organisations purpose as a whole. The body of a company is itself an instrument for its overarching purpose, whatever that may be. The buttons, whistles, or cogs are moved by the energy within it, in other words, the people. A business is dead and ineffective without people.
It may be a team of 3 or 3,000+, but everyone counts towards the function of the organisation.
The Meaning of Success
According to the BBC, the reality is that the average lifespan of modern day S&P 500 companies is just 15 years.
In modern times, success has become somewhat conflated with ‘hustle-culture’, major sacrifice, and speed. It’s never been easier to get your company in front of the right people and make a big first impression. Thausands of companies have greatly benefitted from the rise of social media platforms like TikTok, Instagram, Twitter, and so on. The blessing and curse of social media are its algorithms.
It’s never been easier to be an over-night success.
But with all this noise, we end up missing the bigger picture. Over-night success stories also now turn sour within weeks. If companies or individuals aren’t prepared for fast-paced movement in the lore of their company, they’re doomed to a false start.
The best companies which withstand the test of time are like the best racehorses. They’re slow burners, and build their speed as they go along.
Luckily, there is a framework for achieving longevity.
[Note: Every business has it’s own nuances, take our advice with a pinch of salt and remedy it to your own set of circumstances.]
Achieving Longevity
If you ask Google ‘How do businesses achieve longevity’, the response will be based on fluctuating markets, on remaining flexible and responsive, and even proactively anticipating future problems.
Whilst this is important, we also can’t predict everything. We didn’t predict a global pandemic, did we?
Mid-March, we had the opportunity to sit down with founder and director, Barry John (MBE), of The Veteran Charity Gallery, otherwise known as The VC Gallery.
Going beyond process and meeting the person on their level, Barry John demonstrates through his team how crucial trust and communication is to the structure of organisation.
Functioning through a peer mentorship structure, The VC Gallery hones in on the best aspects of everyone in the team. A symbiotic relationship takes places where members naturally learn from other members as well as the people that they work with.
I think that every company can learn a few tricks from organisations like Barry’s. The sense of camaraderie (no pun intended) is unmatched. Perhaps because every member of the team shares the same purpose, or that their North Star was clear from the get go, The VC functions as one with a little less emphasis on sharply defined hierarchies.
The body, the myth, the force of our companies come from our people, first.
Like a good pair of jeans, one size doesn’t fit all. Different successful businesses are famed for different things.
Case Study: Amazon
Every organisation hosts its own vibrant ecosystem. Above all else, Amazons’ ecosystem is Efficient.
By redefining warehouse efficiency, Amazon re-invented customer convienience. Since 1994, Amazon’s customer base has grown to serve over tens of millions of people.
Amazons’ approach was and is nothing but disruptive. The company supplements human force with robots and AI.
Infamous for its demanding and competitive work culture, the main attraction to working under the company name is mainly growth and mobility. In essence, the company places the pressure of success in the individuals hands. Their approach is an aggressive one, which definitely doesn’t suit everyone. Neither is it meant to, the brand wants employees who match the pace and direction of the company.
To be a global competitor, a competitive spirit is more of a vital aspect.
The major draw-back to its culture is what it produces. Ex-employees are known for their combative and judgmental qualities.
Will Amazon stand the test of time?
Most definitly Amazon will be around for a while, but how is it going to look in 20 years time? With the rise of advanced AI technology and robots (which Amazon is already utilising), and their accused harsh company culture, will Amazon replace all human employees with machines? They would certainly complain less and maximise efficiency to unprecedented levels.
That’s the question on the tip of all of our tongues, can businesses survive without human input?
Case Study: Zappos
Zappos is an American online shoe and clothing retailer founded in 1999. Self-diagnosed as a ‘culture-obsessed’ company, Zappos is focused on ‘fun and innovation’. Their main values rely on their four C’s: Commerce, Customer Service, Company Culture and Community.
Propegating their community starts with a culture-fit interview to sift through candidates. In addition, transparency is encouraged after the first week of training through a $2,000 incentive if the job isn’t for them.
Their ethos supports the fact that if a supportive company culture is upheld, great customer service and brand experience will happen naturally.
Case Study: Microsoft
Another self proclaimed people-obsessed company is Microsoft.
One of the things that I’m fascinated about generally is the rise and fall of everything, from civilisations to families to companies. We all know the mortality of companies is less than human beings. There are very few examples of even 100-year old companies. For us to be a 100-year old company where people find deep meaning at work, that’s the quest. Interview, 2014 CEO of Microsoft, Satya Nadella.
They pride themselves in;
- Growth Mindset
- Diversity and Inclusivity
- ‘One Microsoft’, celebrating the copes, challenges and dreams of the individuals that make up the company. The humanity that unites them.
Having celebrated its 49th year on the 4rth of April, 2024, Microsoft symbolises longevity. How did they achieve this?
Apart from its competitive edge in the software industry, Microsofts’ longevity lies in the companies historical ability to ‘reinvent’ themselves and the future. Understanding that future success is separate from past success, focusing on 360 interviews during the hiring process to ensure the right people are entering the company.
DCo Approved Keys To Organisational Longevity:
- Finding the soul of your company.
- Mobility and investment in its people (even Amazon, infamous for it’s intense culture facilitates this).
- Fundamental understanding in how people and groups work.
- Growth mindsets & bold ambition.
- Learning from hindsight.
- Culture of resilience
