The ultimate objective for most organisations is continued growth.
However great, the actual achievements of any year become
irrelevant the year after - except for the need to beat them.

The « great year guys, and we have even more work to do next
year » mantra of the average GM only leads to burn-out and
employee turn-over, unless the organisation has already planted
the seeds for future growth

Change is in essence threatening, so whilst baking it into the
organisation is critical, it must be carefully made respectful
and safe for associates, in order to trigger passion instead
of resistance.

When you uncover the natural energy of associates, when you
assign them roles that leverage it, when you focus on what they
do well rather than on gaps, when you build complementary teams,
you create the most powerful engine for your organisation.

• The Netherlands based Benckiser (now Reckitt/Benckiser)
  has build in a few years a amazingly strong subsidiary in Poland,
  capturing massive detergents and household cleaners shares
  from global competitor P&G.
  
  
• In the post-communist years, it was able do so by consistently
  delivering a win win deal to the young, growth hungry, polish
  managers : hard work against training. Clearly stating ambitions
  to beat their global competitors, the company redefined itself into
  a « training organisation » and massively invested into solid and
  structured training programs. This allowed the company to retain
  and develop a high-spirited team of young graduates, who fueled
  in the local understanding, massive energy, and talent that the
  business needed.