For a long time now, modern day organizations have become very comfortable with looking at every component of their structures from an “Outside In” perspective. This process has been practiced, with a flow of “Analytical problem solving”, “Problem breakdowns” and “solutioning” which have been tried with an intent to instill comfort and insulated themselves against invisible “larger challenges”.

When organizations think in a straight line, they more often than not land up missing the circumference or the outer periphery, the ideas and challenges that lie there and beyond. What this does, is it makes the organization believe that the problems have been fixed for good and they will never reappear again.

The contribution that an individual makes to the top and bottom lines of an organization, cannot be viewed from a “linear line of sight”. One has to move to the core and see what is happening deep inside the organization. Are there apparent or invisible divides that have cropped up from “myopic functional thought”? How close is every individual to at least “understanding” if not “internalizing” what the CEO or the Shareholders see?  For example, are people who are being recruited, in line with the intent or has role fitment become just a check box that needs to be ticked in a bid to making a prospective employee the “offer”.

The ability of an individual to contribute in any organization, to us at culture outcome, is a direct function of many variables, some seen and some invisible. It is not enough for an organization in the ambiguous world of tomorrow to say that “contribution capability” can only be fixed by fixing a process. There is a great danger here of missing the entire picture. There are in essence no other ways of sustaining individual contribution capability without seeing and connecting the “total impact” of all the variables on this key aspect of organizational growth.