Every business organization establishes itself with investments from shareholders and through the products and services that it offers; it develops stakeholders and acquires customers. The aim is ultimately to nurture the business into a successful venture that produces results. Results that translate into value from the point of return of invested capital to economic profit and book to market value.

At the heart of it are people! People that firstly become a shareholder and a stakeholder. They would then establish a business organization with Visions, Missions and Core Operational Values to guide and steer its workforce into the direction that will always produce results.

Organizational effectiveness is essential if a goal that’s focused on results, from the outset, is the determining factor on gauging the success of a business organization.

The products and services that are offered to the clients are developed, produced and delivered based on series of activities driven by systems and processes that can be measured and improved continuously.

In addition to systems and processes, the key stakeholders and drivers of the business will require a strategy or simply a game plan to steer the activities, based on solidly instituted systems and processes that are executed by a sound workforce, focused on delivering results and value to the customers and the stakeholders of the business.

A sound workforce that delivers results would mean that the organization would need to create a culture where employees are not shy to fact that results can be achieved when the elements of vision, mission and values are driven by a strategy to deliver products and services to customers that are based on institutionalized systems and processes.

Again, at the heart of it are people!

Great leaders and great organization will ensure that people are centrally aligned to the vision, mission and values of the business organization and a culture a performance and result oriented is created. The systems and processes as well as strategy are there to lead and direct the people, workforce, into the directions that delivers results.

The critical factors that need to be drawn upon from these people, workforce, is the mindset and paradigm change!

Without leaders, people, the workforce, results that matters to the customers and the stakeholders are hard to come by. Hence the well know saying “the soft stuff is the hard stuff!”!!

The organizational effectiveness establishes itself as in inner framework that drives the development of a culture. A culture that is synonymous to accelerating changes and transitions within businesses to stay ahead of the market and competition.

Just as how in the mid 90’s businesses were required to change at “the speed of thought” as Bill Gates wrote, to meet the digital and information age, businesses will now be required to change at the speed of market and competitiveness transitions.

Here, a sound and established culture that is aligned to the organization’s vision, mission and values with the right mindset to exert the paradigm change is essential.

This enables a continuous improvement culture that’s mindfully instituted to identify the burning platform, goals and targets that the organization requires to ensure the business position in the market its in. Thus creating a strategy aimed at results for the customers and the stakeholders of the organization

The institutionalized continuous improvement culture would enable key workforce within organizations to adopt Lean 6 Sigma as the methodology that unifies the strategy developed from the burning platform with execution through the DMAIC methodology (Define-Measure-Analyse-Improve-Control).

With a culture that’s aligned to the strategy of the organization, accepting a significant chance that would be generated through various Lean Six Sigma initiatives can be managed and successfully adopted, paving the way for successes as seen in corporations such as the GE’s, Toyota, Caterpillar, Xerox and etc.

With organizational effectiveness and the DMAIC methodology founded from Lean 6 Sigma, a consistent and standardized way of a continuous improvement culture can be established throughout the organization. A rigor in which the importance and contribution of Lean 6 Sigma initiative will assist in ensuring the improvements are achieved and these in turn would lead toward an improved enterprise performance, narrowing the ever most important gap that exist between customers or shareholders need and the results that determines a successful organization.

The change brought from Lean 6 Sigma is not about of doing something. It is about of doing something else — something that is inherently right, simple and profitable. Therefore, the key is insight and the drive to feel and participate in ways of functioning that are right and new.