Figure 1 illustrates as how to be more than just being a total quality or adaptive organization. It means learning how to anticipate and stay ahead at impending changes (qualities of learning organizations) and how to continuously improve to maintain a competitive advantage.

What do organizations need to do to become WCOs?

There are six pillars of WCOs and each represents a human relations challenge. They are depicted in Figure 2:

The result is an "entrepreneurial" annual operating plan. Individual plans for each account and each site support Solectron's strategic objectives for building markets and strengthening capabilities. Yet, managers have considerable freedom in determining how best to achieve goals for financial performance, customer satisfaction, and employee satisfaction.

ľ Sponsoring community wellness and family programs,

Motorola¡¦s Commercial, Government and Industrial Solutions Sector (CGISS) manage by fact

In his book Ken Blanchard ¡§Mission Possible: Becoming world-class organizations while There¡¦s still Time¡¨ defined world class organization as ¡§an organization that is working effectively, not just on one curve, or the other but on the both at the same time and learning from them¡¨. The two curves described in this definition refer to both the present as well as future improvement initiatives undertaken by a company. Needless to say that a company should strive to continuously improve its present performance. But at the same time should also use deliberate strategies so as to reinvent the organization in the time to come thus the end of the present declining curve get connected to a new curve of new products, services, systems and structures which propel the organization to growth. In dynamic business environments like ours reinvention exercise by companies is the only way to avoid demise and obtain eternal organizational life, which is thus practiced by most of the top industries in the world.

Many of the creative, innovative and productive approaches of WCOs are the result of those organizations' ability to use modern technology when speed, information and resilience are essential in developing competitive edge. The most important thing of course is not the technology but the way creative people use it.

Creative human resources management

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