Building the Laws of Organisational Exceptionalism

Have you ever wondered why you’re part of a successful organisation, which intuitively still hints at having a mysterious void? Something that’s inhibiting its true potential? The gap of the Good to Great, perhaps?

It’s not what you do: it’s how you do what you do that makes the difference to the gap between where you are and where you should be. Closing the gaps between being a good organisation and a great one requires a commitment to differentially stand out from the rest. And yes, that would be to consciously embrace the ‘Tall Poppie’ syndrome, while the other players in your industry are content to live in a sea of ordinariness, so long as individual KPI’s are met.

It takes courage to step up and deliberately seek to be the best of the best in your industry and I take my hat off to the leadership of all our clients for having had such brave convictions to make that happen. Ceteris Paribus (all things being equal) competitive advantages have been the measurable outcomes in every case where the Blueprints Method™ has been followed. It has been my privilege to witness such trends, both as an objective partner and as a direct participant in these success stories.

Why have these businesses done so well? They have discovered their own Laws of Organisational Exceptionalism by ensuring that everyone is focused on their unique ‘North Stars’, engaged all their people in co-creating how to get there and built accountability metrics to ensure structured transformations along the journey to reach those aims.

How do you discover your own Laws of Organisational Exceptionalism?

Let us show you.