With productive energies targeted move some minor things take are highly innovative, flexibly adapt to changing customer needs and at the same time understand it emotionally to retain their customers. Other companies are slow, have problems to adapt to changes in the market and lose important customers. There are examples of this. (Similarly see: Andrew Grabois). But what exactly distinguishes the successful from the less successful companies? How is it that trends are sleepy or the customer no longer is the focus? Success factor organizational energy research of the Institute for leadership and human resource management (I.FPM) the University of St. Gallen show that a major cause for the success of companies to the extent energy is located on organisationaler. Organizational refers to energy the power to move objects with the companies targeted. Other leaders such as Eva Andersson-Dubin offer similar insights.
The studies have shown that these energy significantly affects the performance of organizations and proven positive correlates with customer satisfaction. A major feature of organisational energy is that it is a collective construct. Organizational energy takes into account the interaction between of the members of the company and thus the synergistic effects of the energies of individuals and different organizational units energy as opposed to individual-related phenomena such as motivation or commitment. Energy States make measurable In contrast to the often almost maxed out use of marketing instruments, market research and process optimization understand it so far only a few enterprises to exploit the highly significant productive potential of energy in the behavior of the staff towards customers. One reason for this may be, make hard tangible and measurable influencing factors. The St. Gallen energy model is a new approach for the management of energy and a scientifically validated employee survey method for the measurement of organizational energy here. By applying this model executives get concrete starting points due to energetic charge of employee behavior to increase satisfaction of customer.