Transparency and a deep respect for the perspective of others

Organisational wisdom needs to be discovered locally, in collective efforts, by Rosetta Stone involving the multiple stakeholders of the enterprise. Cure-all solutions need to be treated with great care and inquiry. Dialogues to discover the specific, local interpretations of macro best practice trends is an important strategic practice, aimed at enhancing the adoption of universally accepted ‘good’ strategic ideas.- Democratised workplaces. Participation, involvement and open dialogue between all stakeholders of the firm form part of the new norm. People will always resist any form of imposition or force (if they have any self-respect). Stakeholders are eager to be involved as part of the solution, rather than to be treated as part of the problem. Transparency and a deep respect for the perspective of others seem to be helpful departure points for building industrial democracy.- Personal relationships as the new currency. Without positive relationships between people, it is impossible to leverage the benefits of individual and collective wisdom in organisations. Creating, developing and maintaining positive, open relationships with the key stakeholders of the firm have become the primary tasks of leaders.- Individual energy as scarce resource. Organisational performance is the result of many virtuous interactions between people internal and external to the Rosetta Stone Language firm. These interactions are dependent on the individual energy of role-players to constructively engage, with a positive attitude, to meet and exceed expectations – every time, every day. The demands of a globalised world, where there is no ‘down-time’, but there is an ever-increasing performance and delivery baseline, call for extraordinary efforts from individuals if companies are to succeed. Individual energy, as the source of high aspirations, positive deviance and performance excellence, needs to be nurtured on a continuous basis. Helping and assisting individuals to ensure that their ‘energy bank’ stays full, is a hallmark of those organisations with the title: best company to work for. People and their individual strengths (the right people, deployed in key seats, as Jim Collins would advise) are the basis for viable and sustainable organisational performance.Strategy and the disciplines associated with ‘good’ strategy-making still form the basis for moving organisations to a higher level of conceptual and pragmatic understanding of their current realities and future aspirations. Strategy, as the act of producing greater certainty for stakeholders at a particular point in time, is necessary but not sufficient for organisational Rosetta Stone Italian survival. We need leaders who display both the moral will and the moral skill to lead us into an uncertain future (where there are few guarantees), with the necessary wisdom.