 |
The health of an organization provides the context for strategy, finance, marketing, technology and everything else… it is the single greatest factor determining an organization’s success.
|
3 |
 |
An organization has integrity – is healthy – when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.
|
5 |
 |
…the seminal difference between successful companies and mediocre or unsuccessful ones has… everything to do with how healthy they are.
|
9 |
 |
An organization that is healthy will inevitably get smarter over time.
|
9 |
 |
The healthier an organization is, the more of its intelligence is able to tap into and use.
|
11 |
 |
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.
|
11 |
 |
Anyone who has ever worked in an unhealthy organization – and almost everyone has – knows the misery of dealing with politics, dysfunction, confusion, and bureaucracy.
|
12 |
 |
The financial cost of having an unhealthy organization is undeniable: wasted resources and time, decreased productivity, increased employee turnover, and customer attrition.
|
13 |
 |
Teams that lead healthy organizations come to terms with the difficult but critical requirement that its members must put the needs of the higher team ahead of the needs of their departments.
|
69 |
 |
The importance of creating values in creating clarity and enabling a company to become healthy cannot be overstated.
|
91 |
