We have slowly discovered that our most effective goal is to be best at certain things. We now try to get our people to help us work out what these things should be, how to define best objectively, and how to become best in our selected spheres. You would be surprised at how motivating this can be. James Brian Quinn quoted by Peters and Waterman in In Search of Excellence

Of course, this is one of the same conclusions that Jim Collins found a few years later in Good to Great. These companies decided they could be the best in the world at something and pursued it. Steps two and three are very important 2) Define best objectively and 3) Actually become best in our sphere. These are questions that deserve thought, reflection, and above all, action!

Flexibility in Organizations

I think an inflexible organization chart which assumes that anyone in a given position will perform exactly the same way his predecessor did is ridiculous. He won't. Therefore, the organization ought to shift and adjust and adapt to the fact that there's a new person on the spot Fletcher Byrom quoted in In Search of Excellence by Peters and Waterman

Peters and Waterman begin their study on excellent American companies by explaining why the rational leadership model of the past was no longer the most successful model in the late 20th century. Successful companies allowed individuals to make their personal mark on the organization instead of following a script from their predecessor. There are still remnants of the command and control model within ourselves and within our organization. Focusing on purpose and meaning will help us all get to the core of what needs to be done and allow us to pursue that path with the gifts and style that most suits us.