Overview
3-Discussion responses
Original Information: In this discussion, reflect on your post in the Module One discussion and what you thought made an organization successful. Compare that to what you have learned in this course and consider if your views might have changed.
In your initial post, address the following:
- Have your parameters for identifying a high-performing or successful organization changed over the course? Why or why not?
- As a leader, what are some performance factors and future trends you will consider for developing a high-performing team and organization?
In your response to 3 peers, address the following:
- Compare and contrast your views on successful organizations and how they have changed.
- Do you agree with the factors and trends your peers want to focus on for building successful teams and organizations?
Student 1- I can't believe we've reached the end. At the beginning of this class, I talked about how to measure a company's success in terms of growth, innovation, and impact. Companies like Apple Inc. demonstrated these traits by consistently producing the best products on the market and keeping customers very loyal to the brand. My parameters focused primarily on financial health, creativity, and influence. However, through this course and an examination of TransGlobal Airlines regarding strategic acquisitions, I have developed a more multidimensional view of what constitutes a high-performing organization.
The balanced scorecard concept changed my view of success. Instead, I realized that to achieve high performance, you must manage elements such as learning/growth, business improvement, customer service, and revenue generation (Southern New Hampshire University, 2021). For example, Company A's financial success made it seem steady, but it had a fixed mindset and was slow to change or adapt to new opportunities. Alternatively, Company B was agile, had a strong learning culture, and was resilient after a safety incident. All of these factors create value in a growth-driven organization. This all reinforced for me that success is not a destination. Success develops as an organization aligns with its vision, culture, and measurable performance.
As a leader, I will use data to make informed decisions, balanced with a growth mindset and collaboration across the organization to enhance the performance of my direct reports. In addition, I will be on the lookout for drivers of future trends, such as artificial intelligence, sustainability, and employee well-being, as part of the strategic imperatives for long-lasting success. All in all, my parameters for success have changed from delivering results to delivering core value, through adaptability and accountability.
Reference
Southern New Hampshire University. (2025). MBA 620: Measuring success in an organization [Course materials].
Student 2- As this session comes to a close, I feel that my parameters for identifying high-performing or successful organizations have changed. The textbook in this course, through the introduction of the concept of “...performance measurement systems,” highlighted the importance of multiple perspectives of business that include “...strategic, operational and supply chain” functions (Bititci, 2021, p. 24). This foundation of understanding revealed the importance of key performance indicators, creating strong forecasts for the success of an organization.
The study of financial documentation and company overviews for TransGlobal Airlines, Company A, and Company B have enhanced my abilities to discern between quantitative and qualitative information, and the impact that corporate strategy has on the financial successes of innovative practices. The long term success of high performing organizations are dependent on strong internal structures, in which competencies are developed and all stakeholders align personal professional goals with corporate goals. My parameters include the assessment of financial forecasts, in which I feel that the use of Power BI within this course was incredibly beneficial. The visual interpretation of financial progress of all three airline companies serves as an essential tool when identifying high performing organizations in the future.
As a leader, I plan to incorporate key performance indicators into my company strategies, which balance the importance of qualitative analyses, in example strategy development, with quantitative analyses, in example growth rates and operating margins. I also intend to retain interpretation skills, as they pertain to company comparisons and acquisition benefits, specifically with the use of the PESTLE analysis, enhancing my abilities to understand potential risk from Political, Economic, Social, Technological, Legal, and Environmental factors. These factors have increased my understanding of business objectives at their core, enhanced by the use of TransGlobal Airlines as a real world example of their effects and impacts on a company and industry.
References
Bititci, U.S. (2021). Measuring Success in an Organization. John Wiley & Sons, Inc.
Student 3- I am currently “Haze Grey and Underway for this final week.” When I think back to my post in Module One, I originally defined a successful organization as one that demonstrated strong financial performance, satisfied customers, and effective leadership. While I still believe those are important, my understanding has evolved. After completing this course, I now see success as being more holistic—an organization must also cultivate adaptability, learning, and cultural alignment to sustain performance over time.
According to Managing Business Performance: The Science and the Art (Section 13.6), high-performing organizations integrate strategy, measurement, and learning to ensure continuous improvement. I’ve learned that financial outcomes alone don’t guarantee longevity—organizational capability, agility, and employee engagement are equally important. The Integrated Performance Management framework reinforced that sustainable success depends on aligning strategic goals with operational processes and individual performance metrics.
As a leader, I plan to focus on building a culture of collaboration, accountability, and learning. Van den Broeck (2004) emphasizes that change, learning, and performance are interdependent—organizations that adapt and invest in their people outperform those that resist change. Looking forward, I’ll also pay attention to future trends like digital transformation, data-driven decision-making, and sustainability initiatives. These factors are reshaping what it means to be a high-performing organization and will influence how teams operate, measure success, and innovate.
In short, this course has shifted my view from measuring performance by results to evaluating how those results are achieved—through strong culture, adaptability, and integrated performance systems.
References
Managing Business Performance: The Science and the Art, Section 13.6.
Integrated Performance Management: A Guide to Strategy Implementation, Chapter 14.
Van den Broeck, H. (2004). Change, learning and performance: Three of a kind? In K. Verweire & L. Van den Berghe (Eds.), Managing Risk, Managing Value (pp. 238–260). SAGE Publications Ltd. https://doi.org/10.4135/9781446211618.n14