It requires a transformation of attitude/attitude/attitude towards the action partner, the goal and oneself (task, oneself, others). Instead of being trapped in individual or organizational narcissism, focusing only on one’s own needs, goals and missions, and in doing so violating the boundaries of others, the path to excellence requires consideration and appreciation of the person, his or her limits and also his or her development. Only then is there the basis for a lasting bond. Every imbalance on the one hand has a destructive effect on the relationship and on the other hand robs the connection and unity which is necessary to be able to solve really progressive and excellent problems.

The stronger the solidarity, the stronger the unity, the ability to act together, in which the secret of genuine excellence lies hidden. Everyone gives their best – together for the customer. When all parties are in open dialogue and learners with each other, they are on the common path to excellence together.

A person and also organizations that want to be successful in the long run should therefore strive for a transformation in the thinking and acting of their members, away from narcissism towards solidarity by preserving the boundaries of their employees, suppliers, customers, partners of all kinds. Integrity can actually be trained. However, it must be firmly and bindingly anchored in the basic values of the organization. First-level managers in the company in particular must want, live and specifically promote integrity. This is the only way to internalize integrity at all levels and lead to sustainable relationships – inside and outside the company.

Innovation is a self-runner in healthy companies, it is a matter of course. In a healthy company, other dynamics prevail. In sick companies, innovation must be initiated, generated and implemented under pressure.

In healthy companies, on the other hand, the employee no longer sees himself as someone who has to complete an order. He does it of his own free will, precisely because he has recognized that he is making a meaningful contribution to (world) society and not just earning a living.

In a healthy company, the employee sees himself as someone who has the task of reinventing the company, his own job, and even himself on a daily basis, and thus being the motor of innovation. 

Whether an employee, a supplier or even a customer is prepared to show such a degree of integrity towards the company depends to a large extent on how he is treated and how he deals with himself. In a healthy company, every stakeholder knows that he or she is important and valued for success. He is not a means to an end, but a partner. He notices that his contribution can make a difference and is valued for it. This appreciation forms the basis of his integrity and is the foundation of his performance and will.

Here, too, an urgent paradigm shift is necessary. In particular, the higher-level controlling and management processes in most companies prevent employees, suppliers, and customers from seeing themselves as innovators. The lack of inclusion and consideration prevents integrity in relation to the assumption of responsibility for the future by the employee. The employee withdraws into his excerpt, does not think and act innovatively in the sense of the whole company, which would also immediately bring him into massive conflict with the existing systems. The innovative power of employees, suppliers, and customers is massively blocked and does not benefit the company. The situation is quite different with companies that succeed in having their employees see themselves as innovation managers who have the mandate and mandate to reinvent the company and themselves every day.

Conclusion

Healthy companies are the organizations in which or with which people want to work permanently as employees, suppliers or customers. They experience esteem, partnership, joint development and shaping the future. Healthy companies create integrity together with their partners and are resilient, stable and innovative. They make a contribution to society and consequently produce social relevance and sustainability.

In healthy companies, success is not based on the harm done to others. Healthy companies do not make losers. Neither the supplier nor the customer nor the employee is exploited and made a loser. Exactly this is, however, the today prevailing model in particular of many large companies. The fact that this exploitation model is not systemically balanced and thus cannot lead to entrepreneurial success in the long term is as certain as our knowledge that balancing justice is sought in every system. The fewer losers there are, the more stable a system is. This fact leads to healthy companies using all the levers to avoid that there are losers in the company’s system.

Excellence at all levels always emerges by itself where there are no losers.

If everyone is a winner, everyone gives their best, because the condition is optimal. If someone feels like a loser, he will make his bet dependent on how much a winning position can be expected. It is therefore almost logical that healthy companies do everything they can to ensure that not only does nobody feel like a loser, but also that nobody is a loser, neither the supplier, nor the customer, nor the employee.

The opposite can be observed at the moment. Many companies are pursuing the declared strategy of improving their profits on the basis of better strategic exploitation of suppliers, employees, and customers. Such an approach inevitably leads to the loss of stability and resilience as well as sustainability and uncertainty of the continued existence of the company. Even if the aforementioned effects do not occur immediately, the effect after the dam has broken is all the more devastating for the company.