GOOD managers are supposed to surround themselves with employees that complement their own weaknesses, becoming a formidable whole that can chart new paths and problem-solve collectively as they pursue excellence in their organisations. Is this the case in Zimbabwe?
The decline of excellence in organisations, particularly in challenging environments such as Zimbabwe, is a multi-faceted issue influenced by technology, cultural shifts, and systemic factors.
To recapture the essence of excellence, organisations must adopt a strategic framework that emphasises a growth mindset, deliberate practice, and continuous learning.
By investing in their employees and fostering a culture of collaboration and innovation, organisations cannot only navigate the complexities of the modern landscape but also emerge as beacons of excellence in their respective fields.
Ultimately, the journey to excellence is ongoing, requiring commitment, resilience, and a proactive approach to the challenges that lie ahead. In Part 1 of the same instalment published last week, we explored some of the catalysts that have led to the decline in the pursuit of excellence in Zimbabwe.
We started by defining the landscape of excellence, then unpacked the following catalysts: The impact of artificial intelligence (AI) and automation on excellence, the role of influencers and social media in shaping excellence and the impact of political national culture on organisational culture and performance. In part 2, we continue with this discussion.
Implication of service level decline
The decline in service levels in Zimbabwe is symptomatic of broader systemic issues, including economic instability and a lack of investment in human capital. As organisations struggle to maintain basic operational standards, the pursuit of excellence often falls by the wayside, leading to a self-perpetuating cycle of mediocrity.
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Zimbabwe has faced significant challenges in recent years that have led to a marked decline in service levels across various sectors, including healthcare, education, and public services. This decline has had profound implications on the pursuit of excellence within organisations and the broader society. Understanding the causes and effects of this deterioration is crucial for developing strategies to restore standards and improve overall performance.
Below are causes of service level decline:
Economic instability
Zimbabwe has experienced hyperinflation, currency devaluation, and economic contraction over the past two decades, leading to the decimation of the private sector and the growth of the informal sector.
This instability has led to reduced government revenue, limiting the resources available for public services. With insufficient funding, organisations struggle to maintain operational standards, leading to subpar service delivery.
Corruption
Corruption has permeated various levels of government and both public and private institutions, diverting resources and undermining accountability. When funds intended for public services are misappropriated, the quality of services deteriorates.
This erosion of trust in institutions further exacerbates the decline, as citizens become disillusioned and disengaged, with many adopting a “winner-takes-all approach” as they join the fray of corruption.
Brain drain
Many skilled professionals have left Zimbabwe in search of better opportunities abroad. This exodus has resulted in a shortage of qualified personnel in critical sectors such as healthcare and education. The lack of expertise directly impacts the quality of services provided, as remaining staff have been overburdened and/or inadequately trained.
Infrastructure decay
Years of underinvestment in infrastructure have led to deteriorating facilities and unreliable services. For instance, the healthcare system is plagued by inadequate medical supplies, outdated equipment, and crumbling hospitals. Similarly, educational institutions struggle with insufficient resources, impacting the quality of teaching and learning.
What are the implications for the pursuit of excellence?
Decreased performance
Organisations operating in a context of declining service levels face significant challenges in maintaining excellence. Poor service delivery leads to customer dissatisfaction, eroding trust and loyalty. As organisations fail to meet performance standards, they risk falling behind competitors, further exacerbating their challenges.
Employee morale, engagement
When service levels decline, employee morale is often adversely affected. Workers feel demotivated and disengaged, especially if they are unable to deliver quality services due to systemic limitations. Low morale leads to increased turnover rates, further destabilising organisations and hindering their ability to achieve excellence. Those who stay are often running parallel side hustles and staying on the job to access free resources for their businesses.
Innovation stagnation
Organisations that struggle with declining service levels often focus on short-term survival rather than long-term innovation. The lack of resources and skilled personnel stifles creativity and new ideas. Consequently, organisations become stagnant, adopting a “hold and maintain” posture, unable to adapt to changing market demands or embrace new technologies that could enhance service delivery.
Impact on reputation, trust
The decline in service levels erodes public trust in institutions and organisations. When citizens lose confidence in the ability of organisations to deliver quality services, it often leads to apathy and disengagement. This loss of trust makes it challenging for organisations to foster a culture of excellence, as external stakeholders, including customers and investors, hesitate to engage.
Social consequences
The decline of service levels in critical sectors such as healthcare and education has broader social implications. Poor health outcomes and inadequate education limit human potential and economic growth. As a result, the nation struggles to develop a skilled workforce capable of driving progress and innovation.
The 10 000-hour rule
This is a framework for excellence. At the heart of the pursuit of excellence lies the 10 000-hour rule, popularised by Malcolm Gladwell in his book Outliers. This theory posits that 10 000 hours of deliberate practice are necessary to achieve mastery in any field. While this concept can be debated, it underscores the importance of dedication, hard work, and the intentional cultivation of skills.
Mindset shift: Organisations need to foster a growth mindset, encouraging employees to see challenges as opportunities for growth rather than obstacles. This mindset is essential for recapturing excellence, as it promotes resilience and a willingness to invest time in skill development;
Deliberate practice: To align with the 10 000-hour rule, organisations must create environments that encourage deliberate practice. This involves setting clear goals, providing constructive feedback, and allowing room for failure. By creating a culture that values the journey of skill acquisition, organisations can encourage employees to invest the time necessary to achieve excellence; and
Continuous learning: In a rapidly evolving landscape, continuous learning is crucial. Organisations should invest in training programmes that not only focus on technical skills but also on soft skills like leadership, communication, and emotional intelligence. This holistic approach can equip employees to navigate the complexities of their roles effectively.
Steps to recapture excellence
Given the multi-faceted challenges to excellence, organisations can adopt a strategic framework to recapture its essence:
Cultivating a culture of excellence: Leadership should prioritise a culture that values excellence through recognition, rewards, and clear expectations. This involves celebrating achievements, both big and small, and establishing benchmarks that reflect the organisation’s commitment to high standards;
Empowering employees: Engage employees by involving them in decision-making processes and encouraging innovation. Empowered employees are more likely to take ownership of their work and strive for excellence;
Investing in technology wisely: While technology can enhance efficiency, organisations should ensure that it compliments rather than replaces human effort. Training employees to leverage AI and automation effectively can free them to focus on higher-level tasks that require creativity and critical thinking;
Reevaluating metrics of success: Organisations should revisit how they measure success. Instead of solely focusing on quantitative metrics, qualitative assessments such as employee satisfaction, customer feedback, the mental wellness of employees and innovation rates should be incorporated into performance evaluations;
Community and collaboration: Encourage collaboration both within and outside the organisation. Building networks of support can lead to shared learning and collective problem-solving, enriching the organisational culture and promoting excellence;
Fostering resilience: Develop programmes that promote mental health and resilience among employees. A resilient workforce is better equipped to navigate challenges and maintain a commitment to excellence even in difficult circumstances; and
Engaging with the community: Organisations should not operate in isolation; engaging with the community can provide valuable insights and foster a sense of purpose among employees. Community involvement can enhance the organisation’s reputation and contribute to a culture of excellence.
Conclusion
AI and automation present both opportunities and challenges for organisations aspiring to achieve excellence. By embracing the benefits of technology while remaining mindful of its pitfalls, organisations can harness AI to enhance their performance and foster a culture of continuous improvement.
To safeguard excellence, it is essential to invest in employee development, encourage creativity, and maintain ethical standards in the use of technology. Balancing human skill with technological advancement will be key to navigating this evolving landscape successfully.
Influencers and social media have reshaped the landscape of excellence, offering both opportunities for inspiration and challenges in authenticity and validation. To navigate this environment, individuals and organisations must cultivate critical thinking skills, prioritise intrinsic motivation, and focus on genuine personal and professional growth.
By doing so, they can harness the positive aspects of social media and influencers while mitigating the potential pitfalls that may detract from the pursuit of true excellence.
The interplay between political national culture and organisational culture is profound, with significant implications for organisational performance. Leaders must recognise and navigate these dynamics to foster an environment conducive to excellence.
By promoting ethical behaviour, encouraging open communication, and aligning organisational practices with broader cultural values, organisations can enhance employee engagement, drive innovation, and build a strong reputation, ultimately leading to improved performance in a complex and often challenging landscape.
Understanding these cultural nuances is essential for organisations aiming to thrive in diverse political contexts. The decline in service levels in Zimbabwe is a multifaceted issue rooted in economic, political, and social challenges.
Its implications for the pursuit of excellence are significant, affecting organisational performance, employee morale, innovation, and public trust. To counter these trends, a concerted effort is needed from both public and private sectors to restore service quality by investing in infrastructure, enhancing accountability, and fostering a culture of excellence. By addressing the underlying causes of service level decline, Zimbabwe can pave the way for a more prosperous future, characterised by improved standards and sustainable development.
The decline of excellence in organisations, particularly in challenging environments like Zimbabwe, is a multifaceted issue influenced by technology, cultural shifts, and systemic factors.
To recapture the essence of excellence, organisations must adopt a strategic framework that emphasises a growth mindset, deliberate practice, and continuous learning. By investing in their employees and fostering a culture of collaboration and innovation, organisations can not only navigate the complexities of the modern landscape but also emerge as beacons of excellence in their respective fields.
Ultimately, the journey to excellence is ongoing, requiring commitment, resilience, and a proactive approach to the challenges that lie ahead.
- Ndoro-Mkombachoto is a former academic and banker. She has consulted widely in strategy, entrepreneurship and private sector development for organisations that include Seed Co Africa, Hwange Colliery, RBZ/CGC, Standard Bank of South Africa, Home Loans, IFC/World Bank, UNDP, USAid, Danida, Cida, Kellogg Foundation, among others, as a writer, property investor, developer and manager. — @HeartfeltwithGloria/ +263 772 236 341.
