Achieving Excellence Through Organizational Culture

The CEF is a knowledge hub. We are a platform for learning and sharing knowledge for our participants and indirectly their colleagues and teams, which is aimed, in a larger context, at supporting changes and reforms. We also believe that our constituent institutions already have a lot of knowledge, which is why we invite them to share it at our learning events.

We see even greater potential in empowering them to become leaders in learning. We would like to support them in building their own capacities as a knowledge hub. In our opinion, this would allow them to grow, develop, and constantly innovate. To achieve this, let’s first think what such organizational transition requires, as it goes beyond changing or improving the organizational processes.

Organizations that are innovation-driven and constantly work on getting better can become leaders in their areas. The acknowledgement that changes are indispensable is the first step towards improvement. In addition, the principles of excellence and quality for development of positive organizational parameters are subject to continuous changes.

In managing the organizational path, one should take into consideration the organizational culture, which is built upon individuals and their relationships. Therefore, it is important to see every individuum as a valuable member of the organization. Effective management and motivated staff can easily lead the organization to success.

Organizational culture, quality and excellence are concepts connected to its leadership, users/customers, employees, processes to achieve strategic goals and values. Academic trends speak about the culture of excellence, that is measured by the quality of performed activities. Studies show that organizations who have established an environment where everyone functions in line with the principles of excellence are achieving better results and lower costs in process optimization.

Excellence is not just another certificate or goal that can be achieved and forgotten about. It should be an ongoing process that takes account of the essential components of organizational culture. This includes supporting the efforts for excellence and improvement, personal development of employees and unlocking their potential; reconsidering their relationships; constant monitoring, evaluating and re(de)fining of the organizational processes; and developing relevant learning principles and applying them to the organizational needs.



About Matija Čarman

Matija is interested in economic developments, specifically macroeconomics and the financial sector, and therefore pays substantial attention to capturing institutional needs in order to develop a relevant learning program.

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