Corporate leadership and organizational success transcend from the people in the organization. Therefore, these organizations should get the right people in the right seats to do the right thing. The company’s staff should be willing and ready to accommodate changes for the success of the organization (Collins, 2001). This study seeks to agree to with Jim Collins’ notions of the right people in an organization.
Human resources play a valuable role in transforming the inputs into outputs for the final customers of an organization. The people in the organization must work hard to enable the business to attain its goals and objectives. The right people are committed to the organizational values. Thus, this view supports Jim Collins’ notions of the right people in the company (Collins, 2001). Organizational success depends on the right people who have values that are in tandem with the values of the company.
The right people are willing to take responsibility. They have the passion to ensure the success of the business (Collins, 2001). For example, Wells Fargo managed to transform itself from a global mini bank to an electronic banking organization. The organization identified its hedgehog concept and used the right people to focus on its core competencies (Collins, 2001).
Teamwork and collaboration also enable the right people to ensure the success of the company. The right people in the organization strive to strengthen group and individual relationship in the organization. As a consequence, this enables them to increase the level of self-motivation for the benefit of the business. Motivation is important in increasing the productivity of the workforce and ensuring commitment to the organizational goals and objectives (Collins, 2001).
Collins, J. (2001). Good to Great: Why some companies make the leap and others don’t. New York: HarperCollins.