Context is one of the most faithful and rewarding gifts in life, it yields an immediate appreciation and understanding from networked people.  Yet, in is a common characteristic found in self-centred individuals who wish to save time by neither expressing their thoughts in a structured manner, nor wish to contemplate the consequences of poor communications.  The result of being self-centred soon displays a decline in team performance and inaccurate deliverables; disciplines of value are compromised and corporate culture takes a nose-dive.  All results point to the missing link of Context.

Context is often expressed from an individual perspective to justify cause and effect in a decision-making.  Organisations are not at such liberty, they have stakeholders in the form of staff members, value networks, supplier clusters and market segments who depend on organisational integrity and longevity.  Even the organisational core Values represent the essence of value created for a constituency (whole) and not for the individual (part).  Context formed from an individual perspective renders no more than a Founder Syndrome.  Conflict within a learning and growing organisation, often has a root seeded between organisational and individual needs, the cause-and-effect of a misguided Context.

Purpose-driven organisations (and individuals) succeed for obvious reasons, but the most fundamental reason is defined by Context.  When Context originates in the quest to find and solve customer-needs, it provides a drive for Competitive Advantage, it aligns core Competence, emphasizes value network capacity and treasures Customer-insights. 

The results are spectacular.  Decision-making steps become an effective discipline, due to context, an essential triumvirate of Values-Processes and Resources.  The second essence that results is Culture of Excellence, which can only originate from sound Approach.  By definition, Approach is a function of Strategy, the one has no effect without the other.  Context that is customer-centric will require diligence that can only stem from JUST™ ─ a Joint Understanding of Strategic and Systemic Threads, to clear all forms of Structural and Procedural flaws from business processes and value networks.

When context no longer guides internal interactions, alignments and attempts to communicate, the organisation is already boarding the jolly-roger with other pirates…