The most successful and admired companies have distinct combinations of attributes that make them stand out from the competition. People respect organizations like Apple, and Google because of their capabilities, not their structures. It's their knack for innovation and their willingness to adapt to consumers' changing needs that make them trustworthy and relevant. Organizational capabilities are a driving force in: Gaining competitive advantage - The ability to manage resources and information effectively helps focus an organization on meeting customer demands with its distinctive products and services. This leads to surpassing competitors and gaining prominence in the marketplace. Adapting to change - An organization that makes an effort to align with employees, customers, and emerging trends and markets can better foresee and plan for the new directions it must take. Driving business performance - Investing in the development of organizational capabilities hones a company's strengths and identity. Harnessing this intangible value promotes stability and makes the most of what everyone has to offer. This delivers optimal performance. Organizational culture is a set of practices, values, and behaviors that employees experience in a workplace. An organization's culture is usually defined by the leadership and initiated by the employees.Culture may include everything, shared beliefs, rewards and recognition processes, to the style of communication and feedback. When an organization promotes a culture of transparency, has clear expectations, provides continuous feedback, and offers the right recognition, employees can easily understand what is expected of them. A culture that allows employees to be open, honest, and independent nurtures efficiency and cooperation within teams.Together, well-defined organizational culture and employee engagement activities can make employees feel like they are valued within the organization, which affects their performance positively. In Company A there is room for improvements in several areas: training and development of team members is at a bare minimum levels, this affects the teams attitude toward the company, because the company is not willing to invest in their future. The age of the fleet affects the customer experience because the planes are old and outdated. Sales for this year are down three points due to competitors offering cheaper flights. The current technology used by the company is outdated causing long delays with customer service and over staffing due to technological inaccuracies. The Company continues to lose employees because of their pay scale, more revenue needs to be distributed if the company wants to get highly qualified candidates. In Company B leadership is on the right track even though some of their ideas are a little far fetched. The new president wants a culture change that focuses on empowering the employees, and placing emphasis on innovation. These are two main areas that will increase revenue for the team. As with Company A, Company B needs to focus on training and developing the current staff. With so many of the mechanics heading toward retirement they need to get the younger ones up to speed. Sharing the knowledge makes the company strong as a whole. The sales team needs to have some target goals put in place. It seems that this team has gotten complacent and are ok with the status quo. Leadership needs to set SMART goals for this department. After Reading the Above answer the following questions below:

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?