Focusing Energy

FOCUSING ENERGY
Just as individuals can be either extroverted or introverted, organizations
are divided into two main groups. (See Figure 2.1.) Some
derive their organizational focus from external factors, including
markets, competitors, partners, and corporate sponsors. Companies
in a second, somewhat smaller group have an introverted
sensibility focused on inventions; technologies; values; or opportunities
for growth, employment, and wealth creation. Organizational
focus seems to reflect the aspirations and perspiration of the
company founders. Unless other factors change, a company modeled
on a rival firm tends to preserve its extroverted character,
while a business that purports to be unique can hope to remain
introverted as long as it stays true to its distinctive culture. Other
conditions affecting organizational focus include company size
and age, geographical scope, lawsuits, market conditions, and
continuity in management. The expiration of a patent, for example,
might require an introverted company to pay closer attention
to the competition. Over time, this shift could result in the development
of a new, extroverted orientation.
Organizational focus shapes a company’s preferences for communications,
community building, and action. Extroverted organizations
are talkers: They consult with experts, collaborate
among departments, communicate in face-to-face meetings, and
promise the moon in sales presentations. Introverted organizations
like to make sure they put their money where their mouth
is, developing ideas in well-researched, carefully considered
Companies Are People, Too: The Concept and Promise 11
memoranda, safeguarding procedures, and encouraging employees
to reflect and imagine. The two kinds of orientation are
equally well adapted to the needs and outlooks of corporations,
though certain industries tend to favor one camp or the other.
Extroverted organizations can be found in businesses with a
strong public relations component, in competitive industries, or
where collaboration and outsourcing provide a competitive
advantage. Introverted companies emerge primarily on the cutting
edge of new technology, in specialized consumer markets,
and wherever creativity and genius hold sway.