Views from a strategic mirror

Organizational Newness

Organizational “newness” can also be understood in terms of condition and surroundings or ambient as seen in above.  Self-Renewing Organizations Are In Accord With Mission and Context).  For example, an organization’s status or “condition” can be seen as its readiness to fulfill the mission(s) for which it exists.  If an organization lacks purpose, or is not meeting its public purpose, it is tottering on the lowest state of mission-readiness.  However, an organization that is customer focused and driven, and is meeting its public purposes, is fulfilling its Mission.

sr_dissertation_connors_20may2013_19Time and surroundings are closely linked as well.  The complex circumstances and ambient in which an organization operates are constantly changing—they are time-driven.  Those organizations that are in synchronous rhythm with their operating environment(s) are seen to be relevant, modern, coping, fresh, and aware.  If they are not, they are tuned out, unaware ,and out of touch.

Self-Renewing organizations have learned that they must operate at high levels of competence in both the Condition (Mission/Effectiveness) and Time (Environment/Efficiency) dimensions.  In addition, they must create and sustain the enabling organizational environment needed to motivate, empower, and support the people on whom the services and customer satisfaction–results–depend.

srvomodel_ranked-managementFigure 2 (Above) The three management domains shown with the ranked contributors to those outcomes, i.e., improved Effectiveness, Efficiency, and Transformational Organization.

Next: Reflecting on the Mirror, Organizational Effectiveness Self-Assessment

Suggested citation:

Connors, T. D. (2019). Views from a strategic mirror [A strategic directions profiling and self-assessment tool for charitable-philanthropic-nonprofit organizations created based on the self-renewing management model.]. In NPO crossroads: management domains and outcomes. Retrieved from BelleAire Press, LLC:

© Copyright 2019 T. D. Connors