Transcend organisational mediocrity through a radical shift in mindset, methods, and measurement
When it comes to driving exceptional productivity and performance, two terms are widely employed to underscore the significance of exceeding expectations: “Transcend” and “Transform.” While both emphasize the pursuit of excellence, they differ in their focus. “Transcend” champions the ambition to surpass ordinary or conventional standards, pushing beyond industry expectations and even rewriting the rules of the game. “Transform” emphasizes a comprehensive and often radical shift in processes, structures, strategies and sometimes even culture.
To gain a richer understanding of the concept of transcendence, let us delve into its intricacies and nuances thoughtfully and with some depth.
Transcendence suggests that the organization is not just aiming to meet the minimum requirements or industry standards but is striving to go beyond them. Associating the organization with the concept of transcendence implies a commitment to continuous improvement. It is inspirational, motivational and appeals to higher values.
Transcendence isn’t just about working harder or hitting benchmarks; it’s about a fundamental shift in how an organization operates. It’s about questioning the status quo, embracing bold frameworks, and fostering a culture of continuous improvement.
Traditional metrics do not capture the essence of true transcendence. Transcendence often involves transformative leaps rather than algebraic summation of constituent elements or steps.
While KPIs are often employed to quantify productivity, their focus on simple ratios of output to input variables inherently limits their scope. This linear approach yields predictable performance measures and an uninspiring vision. Conversations fuelled by linear KPIs can quickly devolve into rhetoric, failing to address the crucial insightful and qualitative factors that truly define organizational excellence.
When we chase breakthrough performance, we also need to examine our understanding about what constitutes transcendence. Reflecting on the essence of the word itself can provide valuable cues to steer our thinking. We are seeking ways to surpass linearity, which itself is a constraint rooted in individualization or segmentation. Picture a metric scale dissecting the attribute into smaller units. Our aim is to transcend algebra, not just metaphorically where the sum exceeds the parts, but to enhance our understanding by gaining a more insightful perspective.
The unidimensional nature of traditional performance metrics underscores the inherent limitations in capturing the complexity and nuances of organizational performance. The call to transcend linearity implies a departure from the segmented and individualized nature of metrics. One needs to understand the importance of considering a more nuanced understanding of organizational performance.
Distinguishing between metaphorical and real transcendence is crucial. True transcendence requires a genuine shift in perspective and approach. This might involve adopting alternative frameworks, redefining success criteria, or embracing non-traditional indicators of performance. Let us examine some diverse fields, other than the business arena to look for clues and inspiration for a better cognition of the discussion.
Science fiction writers have, since forever, written about transcending the boundaries of the space-time continuum and transcending into alternate dimensions or, if you please, alternate universes. Whether it is possible to achieve or not, is a different discussion, but let us just take away from this discussion that herein is a concept where the idea is of transcending the existing liner scale of time. More complex quantum theories tell us about hidden spatial dimensions which interact with the observable universe.
Similarly in the field and discussions of mindfulness and self-awareness, practitioners who teach meditation talk about transcending duality and developing a higher sense and understanding of the universe. Perhaps we can call it a transcendent cognition of reality. The above two examples are only for establishing the definition of transcendence as a non-linear shift, in a manner the essence does not get lost in superficial expression.
Transcendence, in this context, involves embracing emerging dimensions or aspects that may not be immediately apparent. It involves embracing a mindset of discovery.
Before we pull the discussion back to the field of business, let us examine through some examples whether it is possible for the human brain to experience transcendence in a nonlinear fashion. Let us start by taking an example from the area of music. In music there is a concept of the ‘Chord’. A chord is an example of transcendence where the musical idea or emotion is conveyed through the simultaneous playing of multiple individual musical notes. Similarly, a melody conveys an emotion or musical message that is transcendent of the individual constituent notes, which are essentially equally spaced sounds with specific pitches, placed on a linear scale. The combination of different notes creates melodies, harmonies, and rhythms in music, forming the building blocks of musical intelligence.
Similarly, images of the forest conjure an experience of the viewer that is different from looking at trees. An image of the vast ocean coneys transcendent meaning than merely what the waves convey. The point being that since it is possible for the individual to experience transcendence, it should also be possible for organisations to weave in that understanding when thinking of its vison, mission and even operations.
Let us examine some real-world examples to understand the application of the concept. In manufacturing organisations, quality is a pivotal pillar of its existence. The evolution of the quality function from the earlier definition of quality clearance to that of quality by design can be considered a form of transcendence. The shift from a clearance-oriented approach to a design-centric one represents a fundamental change in perspective and approach. This transformation goes beyond mere compliance with standards and specifications; and involves proactively embedding quality considerations into the very design and development processes. If we look for companies that have embraced non-traditional indicators of performance and made transformative leaps, we can think of Apple Inc. that that transcends industry expectations with its innovative products and design. These examples serve as mere starting point for more contemplation.
While incremental improvements and KPIs are absolutely important for the success of a business, and by no means should be given up, encouraging leaders to reflect on alternative frameworks, and embrace non-traditional indicators of performance can lead to genuine transformative leaps. Applying the same concept to organizational mission would craft a vision that inspires and resonates with stakeholders on a deeper level.
Metaphorically, business leaders can visualise themselves as a conductor orchestrating a musical symphony. The musical symphony analogy introduces the idea of creating a higher level of cognition and comprehension of the organisation’s story and of its levers of creating value. This broader perspective can contribute to a more profound and impactful organizational identity. In such a vision it is the organisation itself that collectively transcends. Much like the chord in a symphony.
