Synergy is defined as a cooperative or combined action and occurs when diverse or disparate individuals or groups collaborate for a common cause. The objective is to increase effectiveness by sharing perceptions and experiences, insights, and knowledge. (Cultural Synergy & Moran, Abramson, & Moran, 2014, p . 266)
In Harvard Business Review, Chevreux, Lopez, & Mesnard (2017) discuss ways in which companies create synergy within a company by striking a balance between strategy and purpose. I found this article particularly interesting in analyzing synergy because it added a new element of strategy. Research on synergy has long focused on groups being purpose driven and goal-oriented for synergistic success, the authors here depict a world where synergy is enhanced when strategy serves your purpose.
Additionally, Chevreux, Lopez, and Mesnard outline 4 criteria for leaders to improve the synergy at their companies.
- Know Your Purpose
- Identify your shared values and goals
- Aim for the Golden Mean
- Finding balance within various goals, as opposed to sacrificing one for another
- Develop Corporate Plasticity
- Recognize changing parameters and be flexible in cooperating to stick to your purpose
- Actively lead operationalization
- Use leadership to empower individuals and inspire your group to stay focused on your purpose Moran, Abramson, and Moran (2014) wrote that “to empower means that leaders give individual members more freedom to act, thereby allowing them to demonstrate their capabilities.” (p. 320)
The authors use SpaceX as an example of a current company who exemplifies these traits. They praise Elon Musk’s leadership in defining a clear goal: to make space travel easier by being able to reuse rockets, similar to how airplanes work. “Everyone at SpaceX knows their company exists to make space radically more accessible.” (Chevreux, et al. 2017)
Especially in an increasingly global society, following these patterns for successful synergistic teamwork is imperative. Navigating cultural differences at large global companies and becoming educating leaders who can inspire and empower individuals to chase after a singular purpose, will continue to be an important area for success in the future.
Resources:
Chevreux, L. , Lopez, J. and Mesnard, X. (2017). The Best Companies Know How to Balance Strategy and Purpose. Harvard Business Review: November 2, 2017. Retrieved from: https://hbr.org/2017/11/the-best-companies-know-how-to-balance-strategy-and-purpose
Cultural Synergy. (n.d.) Leadership in a Global Context–OLEAD 410. Online course lesson, Penn State World Campus, The Pennsylvania State University. Retrieved February 15, 2018, from https://psu.instructure.com/courses/1916378/modules/items/23640546
Moran, Abramson, & Moran. (2014) On Managing Cultural Differences. Oxford: Routledge
jzd5496 says
Thanks for sharing the General McChrystal quote. There is so much truth in how a leader allows that process to occur. I know as a teacher of young students that I incorporate his vision. I constantly see them struggle and fail, but we know that in those failures we are working to a higher level of success.
jzd5496 says
Hi Don,
Thanks for your reply. I agree that creating space travel would require a high-synergy environment. I also think that they would need successful synergy across their departments for the successes that they have achieved. I am looking forward to where this company goes in the future and learning more about their corporate policy along with you.
jzd5496 says
I think that is a fair point that a company like SpaceX can be more selective with their talent. However, sometimes having a lot of “top minds” in the room can create just as much tension, with competing theories and egos. I think that balancing high-level talent is also a testament to their corporate policy.
Respectfully,
Jordan
tvh5093 says
I am particularly interested in the “corporate plasticity” element of the Chevreux, Lopez, and Mesnard (2017) recommendation. Maintaining a purpose but being willing to evaluate the ways in which it will be achieved is the real key to success, and is very challenging in companies that have rapidly developing technologies. Knowing that you are building something that must be relevant in a number of years and planning for what one does not know now is incredibly difficult to achieve. I think a company like SpaceX that would have their pick of the top minds would have an easier time maintaining that plasticity than a more traditional company would. It made me think about Planned Change Theory, and, in particular the reliance on motivation to change as a condition of success (PSU World Campus 2018). It is so difficult to face that what one is investing in so heavily has to change, but keeping it goals-oriented around the purpose certainly helps. Very interesting post!
References
Chevreux, L. , Lopez, J. and Mesnard, X. (2017). The Best Companies Know How to Balance Strategy and Purpose. Harvard Business Review: November 2, 2017. Retrieved from: https://hbr.org/2017/11/the-best-companies-know-how-to-balance-strategy-and-purpose
Leadership in a Global Context–OLEAD 410. Online course lesson, Penn State World Campus, The Pennsylvania State University. Retrieved February 15, 2018, from https://psu.instructure.com/courses/1916378/modules/items/23640539
Donald R Cole says
Interesting post. Being a big fan of the Space X program and Elon Musk, I’m not surprised that cultural synergy would within his company. I don’t really know for certain, but I would believe he has a very culturally diverse staff. Someone inside the Space X team is likely responsible for creating teams to work on individual projects. I would be interested in knowing how the teams are created.
Creating synergy at the corporate level might be easier than creating synergy at the team level. While I understand Elon Musk is a charismatic leader and likely inspires everyone at Space X to succeed, creating and maintaining synergy within each team, and then across the entire company would seem to be a very difficult prospect.
Given that there is high-synergy cultures and low-synergy cultures (Moran, Abramson, & Moran, 2014), I’d be curious to know which exist, and which have been more successful, at Space X. I see space travel as very detailed and requiring absolute knowledge alignment. I.e, high-synergy. And yet, I would think that the creativity needed to accomplish the amazing things we’ve recently witnessed would fall more under the low-synergy culture.
Very interesting subject. I’d be fascinated to learn more.
Thank you.
Don
References
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (Ninth ed.). New York: Routledge.
bug58 says
I think that creating a synergistic environment sounds easy but can be a very difficult task. One of the hardest parts of being a leader or manager is managing the people and creating an environment that is open, honest & works better together than apart. The 4 criteria’s you have listed really break it down into a very simplistic approach. The first one, know your purpose, is two fold. As a leader we need to understand what our mission, goal or purpose is to be able to clear articulate and convey it down to our followers. If we do not know what we want to accomplish how can we ever expect our team to know? The second item, aim for the golden mean is great. Too often i find the squeaky wheel getting the grease, leaving all other team members sacrificing their ideas or thoughts. We need to be able to make sure all players involved in the team are being heard. The third criteria around developing corporate plasticity is key. As leaders we need to be flexible and adapt to change. We also need to encourage our team that what change happens that its okay. Finally, actively lead operationalization. Empowering our people means letting them think, do and achieve for themselves. Allow them to make mistakes but dont punish them for doing so. “A great leader will let you fail and not become a failure.” General McChrsytal