Organizations can reach the next level of responsiveness and maturity if their business system can function more seamlessly, people, process and technology can be integrated into differentiated capabilities…
Nowadays, in the global organizations with multi-generational, multi-cultural and multi-tasking workforces, corporate leaders and professionals at different positions across the organizational hierarchy should take shared responsibilities, enforcing accountability for decisions and actions, co-shaping a culture of high performance and getting the organization moving forward at the premium speed.
It’s important to understand the correlation of responsibility, accountability and empowerment logically: Accountability is conducted inward, in that people have innate motivation to search for information, resources, take actions to make progress and complete the work successfully. Responsibility is ‘accountability’ conducted outward, in that the team is able to communicate frictionlessly and work collaboratively to produce the expected result successfully.
If one is accountable for a certain result, the individual has to be empowered; if an individual or a team is responsible for making a certain achievement, they need to get a certain level of authority to conduct their tasks and produce an accepted outcome. Otherwise, you cannot get over the “responsibility without authority” barriers. Employees who have the responsibility and authority to achieve finely tuned goals are highly engaged in their work, and become their corporate high-performer and GRC enhancer..
It’s important to know that responsible leaders and professionals are value constructs to earn respect: In high performance organizations, people take responsibilities to execute strategic planning or implement tactical solutions effectively. Strategic and structural workforce planning is a responsibility of all functions in the organization: which requires cross-functional collaboration between executive team, managers, finance, marketing, IT and others. It also requires seamless resource alignment and scientific work assignment.
Also, the person doing the work has to show the continuing value, respect and support each other, to get the work accomplished effectively. The business management is able to plan in a way that’s highly acceptable to the team, so people demonstrate willingness and ability to play roles at different levels, generate multifaceted value and take the fair share of responsibility to run a high performance business effectively and efficiently.
It’s the co-shared responsibility to run a successful organization: Corporate leaders or managers at different levels of organizational hierarchy are decidedly different, play different roles, and are held to a different magnitude of expectations. But the common denominator to each one of them all is the responsibility they carry. It’s important to improve a sense of responsibility and balance through which it becomes possible to earn the role of trust and guiding the organization in which people work.
Business management glues up different business factors for co-share responsibility, accelerating team/organizational performance, to run an effective organization. They are always adjusted accordingly where they carry out the responsibility well, and they are roundly condemned as failures where they fail to perform the responsibility. and with what level of weight for each, for different situations. So collaboratively, organizations are able to co-share responsibility for running a successful business.
Professional maturity comes to people when they try to understand their responsibility and their role in life and work towards others, or in another way when someone shoulders the responsibility to them. Organizations can reach the next level of responsiveness and maturity if their business system can function more seamlessly, people, process and technology can be integrated into differentiated capabilities, and values are generated constantly to accelerate performance coherently.
