In Module Eight, review other learners' posts and provide two of them with your feedback (consider replying to a peer whose post has not been replied to yet). When providing feedback, address the following:

• Do you agree or disagree with your peers' initial posts about the relationships between organizational culture, capabilities, and performance? Explain.
• What is different about their perspectives, and how do you think it will affect the overall performance evaluation of these companies?

1. I agree with the statement provided because the moment you are concerned with performance more than your people, you will lose their respect. After that is lost, then they will not care about the product and production will slow.

The culture within the organization is important to focus on because it will make or break the organization from the inside out. Leadership must embody the company's culture from the top down. If the top of the organization is toxic to the culture by pushing the performance of the company, then the culture throughout the organization will be extremely toxic. If you have leaders who encourage development, then people will want to be more successful in the organization.

I think the culture within Company A is good but could be better, based on the HR director's observations. I think if the company invested more into their employees and created a bigger budget for more trainings or benefits, then the company would not lose people and would actually be more attractive for more people to transfer to the company.

The culture within Company B is good just like A, however, there are concerns mentioned by the personnel interviewed. It seems there are some good ideas to make the company go further, but the big issue I see is it doesn't seem like any of them are on the same page with each other. This could cause confusion among the rest of the company if they don't know the intent of their leadership or where the company is trying to go. If they all got onto the same page, then I can see the company make a huge improvement.

2.I agree with the statement referenced because I believe that in more cases than not you will see sustained success for companies coming in the long term after building out the most impactful and refined capabilities within the organization. By focusing on a long-term vision, setting goals and continuing to measure incremental success it will inevitably lead to a more successful and healthy organization in the long run, rather than a short burst of success followed by a decline or an up and down journey that creates too much unneeded stress on an organization. Create the right foundation and everything you build on top of it will be just as strong, even if that may take a little more time.

One of the cornerstones of a highly successful organization is presence of a strong organizational culture. "Organizational culture refers to a company's mission, objectives, expectations and values that guide its employees. Businesses with an organizational culture tend to be more successful than less structured companies because they have systems in place that promote employee performance, productivity and engagement" (Indeed Editorial Team, 2023). Having a strong culture is a motivator for everyone to do their work to the best of their ability, which in turn will have a positive impact on the success and performance of the overall organization.

After reviewing the interview notes for company A and company B it is my opinion that you can conclude that company A is a more mature company when it comes to organizational culture and overall long-term vision in regards to its capabilities. Company A focuses more on the training and investment into its employees. Company B is more focused on the short-term performance and drivers behind that. Company B is investing more into technology, which company A should have a higher focus on, but if there is not a strong culture and vision within the organization looking forward for company B, then the organization will not see the sustained performance it would like to.