Organizationvitality is the life spirit, -strength and -energy to exist purposeful. In other words, achieving healthy growth in often unpredictable market conditions. Healthy is always better, preferably more. We concretise the three vitality elements in the Compass, the Competencies and the Culture of organisations.

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How does this work in practice

Practice shows that the step from the drawing board to the turbulent outside world is difficult, and often means stumbling. That’s why we start hands-on. First, strengthen what already exists. Later we focus on the preliminary phase(s). In the end, the process proceeds chronologically. 

The compass is leading, the life spirit (mission, vision, values). This, with the strategy determines what strength is needed. The team is developed and strengthened to realize a purposeful existence. The energy in the organization comes from the ideas and initiatives that bring success every period. Success as in; achieving healthy growth.  

What does it yield

Healthy growth means always better, preferably more. Characteristic of transformations is that in the start-up phase, the input is higher than the output. The first growth is therefore better; working thoughtfully and persistently towards the new perspective. After that, growth accelerates. With a consistent approach, even exponentially. 

At its core, organizationvitality means you bring something that people support, believe in. That purpose translates into the ambition to become better. And to create a connection. Primarily within the organization. Because; to win outside = begin inside.  

The most beautiful organizations don’t just deliver products or services. They are part of their customers’ story. They contribute to their success, their healthy growth. A business eco-system.

What does it require

First of all, it requires a vision (seeing what others don’t see yet) and enthusiasm. From the leadership.  Still it can be the result of an initiative from within the organisation. But a transformation requires a mandate. And perseverance. The fact that the output is limited in the beginning requires a long-term commitment. In terms of comparison, it’s more of a marathon than a sprint.

In terms of financial investment, this is rather an advantage. The change campaigns that have been launched with great fanfare and ended quietly are numerous. It is better to work on healthy growth step by step. That doesn’t just sound like Kaizen; it is.

Leaders are also employees. It is important not to think in terms of hierarchy, but in terms of creative capacity. Leadership aims to energize employees. Also the leaders themselves. Purposeful existence is about multiple-years of development. This requires continuous ‘tuning’; we are still on the right track. Rigid structures are an obstacle to this. Better to think in roles than job functions: it gives clout. As an organisation, you simply learn faster.

The total picture

Organisationvitality shown in parts looks like this:

Compass = Mission / Purpose / Why: why do we exist
Guiding principles = Core values and supporting operational principles (what leads our behaviour)
I-behavior = concret individual behaviour in line with (predominantly operational) principles

Perspective & Position = long term goals and strategy plus and transformation from actual position
Leadership = giving Direction (choices), giving Room to manoeuvre (develop teams) and Rules (discipline).
Competence = necessary capabilities (find and develop) to successfully transform

Hard- & Heartwiring = clear and strict structure/ customer processes (Hard) and dedication and
passion to continuously improve them.
Drive = dynamics and energy in the organisation
Well-being = physical and mental vitality of employees and relatedness in the organisation


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