AGL 38.02 Increased By ▲ 0.08 (0.21%)
AIRLINK 197.36 Increased By ▲ 3.45 (1.78%)
BOP 9.54 Increased By ▲ 0.22 (2.36%)
CNERGY 5.91 Increased By ▲ 0.07 (1.2%)
DCL 8.82 Increased By ▲ 0.14 (1.61%)
DFML 35.74 Decreased By ▼ -0.72 (-1.97%)
DGKC 96.86 Increased By ▲ 4.32 (4.67%)
FCCL 35.25 Increased By ▲ 1.28 (3.77%)
FFBL 88.94 Increased By ▲ 6.64 (8.07%)
FFL 13.17 Increased By ▲ 0.42 (3.29%)
HUBC 127.55 Increased By ▲ 6.94 (5.75%)
HUMNL 13.50 Decreased By ▼ -0.10 (-0.74%)
KEL 5.32 Increased By ▲ 0.10 (1.92%)
KOSM 7.00 Increased By ▲ 0.48 (7.36%)
MLCF 44.70 Increased By ▲ 2.59 (6.15%)
NBP 61.42 Increased By ▲ 1.61 (2.69%)
OGDC 214.67 Increased By ▲ 3.50 (1.66%)
PAEL 38.79 Increased By ▲ 1.21 (3.22%)
PIBTL 8.25 Increased By ▲ 0.18 (2.23%)
PPL 193.08 Increased By ▲ 2.76 (1.45%)
PRL 38.66 Increased By ▲ 0.49 (1.28%)
PTC 25.80 Increased By ▲ 2.35 (10.02%)
SEARL 103.60 Increased By ▲ 5.66 (5.78%)
TELE 8.30 Increased By ▲ 0.08 (0.97%)
TOMCL 35.00 Decreased By ▼ -0.03 (-0.09%)
TPLP 13.30 Decreased By ▼ -0.25 (-1.85%)
TREET 22.16 Decreased By ▼ -0.57 (-2.51%)
TRG 55.59 Increased By ▲ 2.72 (5.14%)
UNITY 32.97 Increased By ▲ 0.01 (0.03%)
WTL 1.60 Increased By ▲ 0.08 (5.26%)
AGL 38.02 Increased By ▲ 0.08 (0.21%)
AIRLINK 197.36 Increased By ▲ 3.45 (1.78%)
BOP 9.54 Increased By ▲ 0.22 (2.36%)
CNERGY 5.91 Increased By ▲ 0.07 (1.2%)
DCL 8.82 Increased By ▲ 0.14 (1.61%)
DFML 35.74 Decreased By ▼ -0.72 (-1.97%)
DGKC 96.86 Increased By ▲ 4.32 (4.67%)
FCCL 35.25 Increased By ▲ 1.28 (3.77%)
FFBL 88.94 Increased By ▲ 6.64 (8.07%)
FFL 13.17 Increased By ▲ 0.42 (3.29%)
HUBC 127.55 Increased By ▲ 6.94 (5.75%)
HUMNL 13.50 Decreased By ▼ -0.10 (-0.74%)
KEL 5.32 Increased By ▲ 0.10 (1.92%)
KOSM 7.00 Increased By ▲ 0.48 (7.36%)
MLCF 44.70 Increased By ▲ 2.59 (6.15%)
NBP 61.42 Increased By ▲ 1.61 (2.69%)
OGDC 214.67 Increased By ▲ 3.50 (1.66%)
PAEL 38.79 Increased By ▲ 1.21 (3.22%)
PIBTL 8.25 Increased By ▲ 0.18 (2.23%)
PPL 193.08 Increased By ▲ 2.76 (1.45%)
PRL 38.66 Increased By ▲ 0.49 (1.28%)
PTC 25.80 Increased By ▲ 2.35 (10.02%)
SEARL 103.60 Increased By ▲ 5.66 (5.78%)
TELE 8.30 Increased By ▲ 0.08 (0.97%)
TOMCL 35.00 Decreased By ▼ -0.03 (-0.09%)
TPLP 13.30 Decreased By ▼ -0.25 (-1.85%)
TREET 22.16 Decreased By ▼ -0.57 (-2.51%)
TRG 55.59 Increased By ▲ 2.72 (5.14%)
UNITY 32.97 Increased By ▲ 0.01 (0.03%)
WTL 1.60 Increased By ▲ 0.08 (5.26%)
BR100 11,727 Increased By 342.7 (3.01%)
BR30 36,377 Increased By 1165.1 (3.31%)
KSE100 109,513 Increased By 3238.2 (3.05%)
KSE30 34,513 Increased By 1160.1 (3.48%)

Richard Barrett, once wrote "Cultural capital is the new frontier of competitive advantage". While I couldn't disagree with what the gentleman stated, it may be important to realize that a culture not only reflects the values and beliefs of the leaders on one hand but, on the other hand, it also represents the behaviors, attitudes and mind set of the key stakeholders engaged therewith.
A glance at the competitive business environment around shows that today's business environment and factors affecting it are very different and more complex than what was in the past. Advancement of IT, technology, financial / non-financial reporting, operating models, and above all customer expectations are among characteristics of today's business environment, all of which are associated with the dynamics and complexities of the world we are living in. Now the question is that what is the secret to survival, success, and the sustainability in today's hypercompetitive markets?
A straight forward answer could be that in today's circumstances one must find a way for not only survival and compatibility with the forces at work but also to gain a leading position in the competitive environment. However, this apparently straight forward answer is not that straight as it sounds.
Surviving or rather solidifying your current position in a competitive market demands a great deal of change within yourself. We may be asked to question our own mental model, no matter how important that might be in achieving our past glories. In doing so you may have to take MRI of your "Nature" and initiate a soul surgical process to nurture it in order to get it acquainting with the upcoming challenges.
Once this is done (even to an extent), you will be able to start building a high- performance culture within your organization which leads to attain sustainable competitive advantage.
Traditionally, organizations were assessed based on financial measures but with increasing competition in the market, in addition to financial measures, other aspects of performance were also taken into account. The measurement of organizational success and implementation of effective strategies for future success cause endless challenges for managers and strategist. While the financial measures are clearly important, new frameworks have emerged in recent years that have taken into account more and broader criteria.
Organizations with a high performance culture focus on the customers being the most important asset and endeavors for a continuous improvement in the light of customer-centric principle, hoping to gain a sustainable competitive advantage.
It is indeed a courageous effort on the part of the Institute of Chartered Accountants of Pakistan, to pick this important yet ignorant topic in a wonderful flag ship event of CFO Conference 2018. We expect that the participants of this conference can learn new models (and even unlearn some of the redundant ones) which will facilitate them to "Reflect" upon their current challenges, guide them to "Transform" accordingly and inspire to "Lead" in this dynamic and competitive world.

Copyright Business Recorder, 2018

Comments

Comments are closed.