The next big driver for corporate productivity as identified by a new study by CEB is creation of a “one-company” culture that requires employees to become “enterprise contributors.”
According to the study titled, “The Employee Performance Paradox: Balancing Execution with Impact,” companies those who implemented a “one-company” culture witnessed increase in revenue by $16,400 and profits by $2,500 per employee annually.
“The era of the star individual contributor is over. The most profitable and highest-producing corporations will be those with employees who work cooperatively and are rewarded for doing so,” said Brian Kropp, CEB’s Human Resources Practice Leader.
According to the study, 75 percent of employees report that their company’s culture and practices prevent them from effectively collaborating with others and, therefore, are cutting into profits. Setting up of a one company culture provides incentives for employees to collaborate across divisions and units, such that their work benefits the overall enterprise.
This is a complete shift from the typical corporate practices, wherein highest net worth is placed on individuals who have been consistent key performers, delivering value, but are not necessarily “enterprise contributors” to lead the team.
The study further identified four organisational “paradoxes” that prevent employees from being effective in a collaborative work environment: competition, empowerment, collaboration and motivation. The key for companies is to recognise and overcome these four barriers that hamper corporate productivity efforts.
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You can create a workforce of enterprise contributors only if your organisation could realise and understand ways to manage:
Kropp added: “Organizations that break these paradoxes and show employees how to manage the trade-offs will triple the number of enterprise contributors in their workforce and greatly increase productivity.”
To achieve breakthrough performance in the new work environment, employees must demonstrate enterprise contribution—the combination of individual task performance and network performance.
“Getting this right has the potential to unlock the big increase in productivity, companies have been looking for since the technology boom of the 1990s and is particularly important given the increasing complexity and size of companies today.”
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