People Excellence Driven by Thinking and Acting
People Excellence, driven by Thinking and Acting
The world of work is continuously evolving. Today, we feel this through rapid technological progress, shifting customer expectations, and the move from traditional hierarchies to dynamic networks within organizations. This manifests in a growing need for flexibility—on the part of both employers and employees—and a parallel increase in the emphasis on efficiency and productivity. In such an environment, “Thinking and Acting in a single heartbeat”—mastering the Thinking-Acting field—isn’t a luxury. It’s a critical skill for everyone in your organization.
By strengthening your people, you strengthen your entire organization.
Thinking Before Acting or Acting Before Thinking?
Thinking — whether brief or in-depth — and acting — whether task-driven or more decisive — go hand in hand. It’s the continuum of both that will bring you the most effective and sustainable way forward.
Acting is the ability to execute what one believes should be done. It means follow-through on the intentions and activity that leads to results, good or bad. Thinking in business means understanding what drives the organization — asking questions like: what are the organization’s goals, what are the internal and external challenges, what’s shifting in the market? — and discovering how you can contribute to it.
You continuously execute, reflect, learn and align. Those who embrace this concept of aligned execution better understand the choices being made—and are more capable of making better choices themselves
What Are Thinking-Acting Skills?
People who thrive in today’s organizations are people with a strong Thinking-Acting mindset. They are connected—both inward and outward. They recognize the organization’s overarching goals and are able to translate them to their role and responsibilities. They help bridge the gaps between teams, projects, and people. As a result, they see more clearly what adds value and what doesn’t, and can focus their time and energy effectively. It is all about thinking ahead while staying grounded in today’s reality—colleagues, customers, processes, and performance—and acting immediately where it matters most.
This applies not only to leaders, but to employees at every level.
Concretely, Thinkers-and-Doers:
... into their own scope—and act accordingly.
- They reflect on their role and make decisions that contribute to the whole.
- They spot opportunities and align them with the right stakeholders.
... inside and outside the organization.
- They don’t rely solely on gut feeling; they learn to use data, reports, trends, and signals to make better decisions.
- They engage constructively with colleagues, leaders, suppliers, and customers.
... business-as-usual with improvement and transformation —without burning out.
- They recognize that business-as-usual ensures short-term continuity and can prioritize it effectively.
- They also understand that improvement and change efforts secure mid- to long-term success—and give those efforts the right focus.
Why Does This Matter?
An organization grows at the rhythm of its people. When employees understand what adds value—and what doesn’t—they create space: space for better collaboration, smarter decisions, and meaningful action.
Companies that invest in their people and develop their Thinking-Acting skills see that:
- employees feel more ownership and satisfaction,
- engagement in change projects increases,
- team collaboration deepens,
- innovation becomes more focused and timely,
- retention improves,
- and succession planning is strengthened.
Investing in your people creates long-term value—while boosting performance today.
How Do You Develop Thinking-Acting Skills?
This development is an ongoing process. As an organization, you must create space for it. It requires intentional practice and guidance. It starts by raising awareness—of each person’s role, the broader context, and the whole system.
Employees who show the willingness to grow—not just the usual suspects, but also the quiet contributors, the critical thinkers, and the enthusiastic doers—deserve active support in developing their leadership skills. Not necessarily in hierarchical terms, but within their own scope. This enables them to join strategic conversations and play an active role in transformation initiatives.
If you keep the rhythm alive, you create a self-sustaining flywheel that propels your organization into the future.
And How Do We Do This at ViCre?
At ViCre, we believe every organization holds more talent than it currently taps into. That’s why we help our clients build an internal network of Thinkers and Doers—people who take responsibility, show initiative, and actively shape the future of their company.
We do this through our People Excellence programs, which stimulate leadership and entrepreneurship across the organization.
Together, we grow a vibrant group of entrepreneurial people who both support the daily business and help build the future. These are not isolated initiatives, but sustainable transformations—driven by people, from the heart of the organization.
Curious how People Excellence can strengthen your organization?
Reach out to our team or email guillaume.surmont@vicre.eu.
We’d love to think it through with you.