It is not the form that your HR systems and processes take that makes the difference and lets them stand apart rather it is the substance behind the form that does so".
If the above statement were untrue then every organization would metamorphosize into a similar kind of entity. Within industries there is so much movement across organizations that people can take with them the knowledge of processes and systems and implement them elsewhere.
However reality is that there can be only one Amazon.Com or one Apple or one Unilever. Trying to clone your organizations by merely copying you can succeed only as far as lawns, buildings and security systems installed.
Beyond that when it comes to your product, service, offerings and other capabilities it is context specific, it is a cultural thing. Someone just can't photo copy it. Take all my assets except the employees and you still can't replicate my success.
So remember you can tell your competitor everything about what your latest Performance Management system has but they still can't really implement what you could. If that was the case then our human capital systems would be like paint on the wall that you can chose from dozens of brands and finishes available in the market.
You need to find your own differentiators and build on them. If your product or service is new you have the first mover advantage however over time you need to have unique differentiators and a configuration of people approaches and attitudes combined with the differentiated services that makes your winning proposition stay unmatched.
The question then is why so many organizations fail after a while and slip away into oblivion. It has all got to do with someone else creating additional differentiation. This can come only when you have innovative ideas and a thrust on adopting new ways and means to differentiate your product or service offering. That's why they say innovation is the silent weapon you have to succeed in the global battlefield.
If the above statement were untrue then every organization would metamorphosize into a similar kind of entity. Within industries there is so much movement across organizations that people can take with them the knowledge of processes and systems and implement them elsewhere.
However reality is that there can be only one Amazon.Com or one Apple or one Unilever. Trying to clone your organizations by merely copying you can succeed only as far as lawns, buildings and security systems installed.
Beyond that when it comes to your product, service, offerings and other capabilities it is context specific, it is a cultural thing. Someone just can't photo copy it. Take all my assets except the employees and you still can't replicate my success.
So remember you can tell your competitor everything about what your latest Performance Management system has but they still can't really implement what you could. If that was the case then our human capital systems would be like paint on the wall that you can chose from dozens of brands and finishes available in the market.
You need to find your own differentiators and build on them. If your product or service is new you have the first mover advantage however over time you need to have unique differentiators and a configuration of people approaches and attitudes combined with the differentiated services that makes your winning proposition stay unmatched.
The question then is why so many organizations fail after a while and slip away into oblivion. It has all got to do with someone else creating additional differentiation. This can come only when you have innovative ideas and a thrust on adopting new ways and means to differentiate your product or service offering. That's why they say innovation is the silent weapon you have to succeed in the global battlefield.
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