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Work can be a performance stage where colleagues love to perform or it can be a place where people attend and try to do what they are told to do (and customers will experience the difference)..
Therefore to me is the mindset with which the TEAM (Workforce) approaches each day, a unique differentiator. Do colleagues understand which part they play? How do employees interact? Are employees proud of their contribution or do they just attend at work and do what they are told? Do they support each other or do they build barriers between them? The company needs to create an environment (performance stage) which allows for its stars (employees) to perform to their best. I think it is important that each employee clearly understands what individual contribution is required so that the company goals can be realised. There is also the importance of motivation level of each individual to contribute to progress. Provide a reason and stage to act! So a good question to ask for every executive is: What does my team need to be able to become unique and commit to do this?
Just two words really - People & Products
These are the two aspects that make any company unique
In our business world it is very tough to avoid copy cats and immitators. Here comes the role of R&D in any given company. If your company is actively searching for new leads and tools, and its always a leader in deriving about change, that is an aspect which can not be easily immitated. Innovating is somethin, whilest immitating is a whole another term.
In today's ever-changing external business environment, each company should have a set strategy. But this strategy alone will not be what makes you a leader with a difference.Each company is continuously gaining new resources (who gain new skills) and seeking newer challenges. The speed of business is quicker and technology cycles outpace corporate planning cycles. Adopting a Bayesian strategy plan is essential, which states - there are no certainties in business, only probabilities. These probabilities evolve and change continuously and the strategy should comprise of loosely-held plans that can adapt to change. Strategy should be aimed at a clear and concise set of established goals and parameters within which these goals must be met. This Bayesian strategy is about dynamic strategizing, perceiving changes in the external environment, the possible testing of certain business responses and implementing the change across operations. It is this methodology that can allow business AGILITY into the equation and makes a company hard to imitate, maintaining its position as a Market Leader.
Fit of value creating activities is of vital importance here. It is harder for rivals to match an array of interlocked activities than it is merely to imitate a particular salesforce approach, match a process technology, or replicate a set of product features.
Companies with strong fit among their activities are rarely inviting targets. Their superiority in strategy and execution only compounds their advantages and raises the hurdle for imitators. ---- Porter -----
So, the answer is simply Fit of value creating activities.
I believe the following organizational traits are very much uique that is hard to imitate:
1. Senior Mangaement Commitment tpward successful execution and continual improvement of food safety management requirements with entire focus of customer satisfaction
2. Team work towards adhering to the documented and executed requirements on day to day basis
3. Involvement of people into food safety management system from all the corners of organiation
4. Food safety team leader's commitment and motivation toward keeping the system maintained and continally improved through involving people including hazard and risk mangement
Core competencies
