For Michael Porter, the world’s preeminent business professor of corporate strategy, there are just two generic strategies for a competitive advantage – maintain a price leadership or offer a differentiated advantage of value.

But as challenging as this is - to create a competitive advantage and become the leading organization in any field, for a short period of time - is relatively easy.

It’s the sustainability, the ability to keep up the competitive advantage that is proving to be the great challenge.

In today's increasingly variable and active business environment, at any time competitors can undercut or imitate the differentiated advantage and gain the upper hand. The companies that are slow to adapt to these new realities, inevitably go into decline.

This is a universal reality. It does not merely apply to small or medium business. More than 50% of Fortune 500 of 1970s don't exist today despite the depth of economic resources. Even a juggernaut like General Motors who seems to have been around forever, today is struggling for its very existence.

Peter Senge’s book on the Fifth Discipline, made such an impact, because it captured beautifully, the challenge of today's business environment and its solution – a company must develop a fundamental capacity to rapidly learn or die.

A learning organization, as he expressed, is characterized by the ability to “continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together.”

In other words, a learning organization adapts to the marketplace by consistently increasing its power to change - its power to re-create itself from environmental feedback and its power to co-create together, Great things. 

From an inside-out perspective, a learning organization is one where the highest mental faculties of its people are cultivated, so that it is able to continually improve and to transform itself.

From an outside-in perspective, it is characterized by this heightened integrated intelligence to respond and understand the emerging needs of others - as opposed to merely reacting to competitive pressures. It is intelligently customer centered.

Both perspectives in fact point towards the same thing...

Philosophers summed up this principle with the maxim, 'as above, so below - as within so without'. The macrocosm is as the microcosm, and vice versa. Within each lies the other. As a sustainably competitive organization is characterized in the marketplace by its adaptability and continual abilitty to learn - this in turn, is reflected internally in its people - as adaptive and continually learning.

Leaders then are the key to the creation and sustenance of such a learning organization. They are like the DNA of the 'learning organization animal', which can replicate Greatness within and without.

Here at The Executive-Coaching Center, we never loose sight of this fact. As such, our executive-coaching programs are tailored to deliver this integrated leadership development pathway - within and without.

As psychological integration towards self-actualization occurs within the leader, so is this then mirrored in the health and agility of the organization.

And vice versa. As organizational systems and processes, customer perspectives, financial flows and learning disciplines become better integrated into the leader, so does the personal sense of life fulfillment increase.

We therefore seek to intelligently design (system thinking based) custom executive coaching pathways that take into consideration:

• a company's unique challenges and opportunities, in relation to the larger vision, values, and strategies - in relation to the challenges, opportunities, vision, values and strategies of the individual
• the alignment of one's social-emotional intelligence, in the relationships with the internal customers (the team learning process of the organization) - with the relationships of the external customers (the fulfillment of a company's mission)
• the habitualization practices that facilitate learning through action - by application of insights onto the real and present challenges/ opportunities at hand - and by extracting insights from the effects created through such actions.

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