In 2012 I had the great fortune to work for the London Organising Committee for the Olympic Games (LOCOG) for 10 months as part of the sustainability team. As an example of a purpose driven organisation, you’d be hard pushed to find a better example than LOCOG. From a standing start in 2005 it had 7 years to build up to an organisation with over 6,000 staff (and many thousands more volunteers and contractors), stage “the greatest show on earth” , clear much of it away, leave a great legacy, and then disband itself.
Clearly LOCOG wasn’t a “normal” organisation but it provided a fascinating lesson in organisational development and culture.
We had two very clear purposes:
Stage the greatest show on earth
Inspire a generation
The first was about making sure the Olympic and Paralympic Games took place in stunning venues, with seamless logistics, enthusiastic and well-trained staff and volunteers, great backdrops and inspiring ceremonies. The second was about ensuring that all this work would not be just for 4 weeks in 2012, and that there would be enduring and positive legacy.
Working in an organisation with such clear purposes was unlike anything I have every experienced. Everyone knew what we were working towards and people were inspired by this – the energy in the place was palpable. We all worked long hours, the pressure was huge at times, but the enthusiasm and the energy didn’t wane. We were proud to work for LOCOG, proud to be part of something so big (the Olympic Games seems to be the only thing that brings almost every country in the world together to do something positive) and proud to play our part.
Another notable feature of LOCOG was the relative lack of office politics. Perhaps because we all knew what had to be done – and that the eyes of the world would be on our collective efforts – we all collaborated. Staging the Olympics and Paralympics was the UK’s biggest peacetime logistical operation ever so the need for effective collaboration was paramount. And it happened easily – there were no complicated organisational constructs to allow for collaboration to happen - we just worked together. I believe firmly that having a strong purpose enabled this way of working.
It was also a lot of fun – yes, working for the Olympics is probably intrinsically more fun than developing a new IT system for a global bank (IMHO) but it could equally have been a whole lot of hard work, under a lot of pressure, with very high stakes. Yet it wasn’t like that at all – I think we were all pretty happy and proud to be working for London 2012 and coming to work was an enjoyable prospect. I believed in what we were doing, I was committed to the organisation and its purpose and I was working with great people.
LOCOG was also a commercially successful organisation. It committed to balance its books and to match the money it spent on staging the Games with revenues from tickets, merchandise and sponsorship. This was achieved, with a surplus donated to legacy organisations.
It may be rather a unique example, but I think LOCOG provides a really great case study of what happens – on a large scale – when people are united about a really exciting and inspiring purpose. Energy, enthusiasm, collaboration, innovation, support, teamwork, focus, determination, joy – who wouldn’t want these in their organisation?
We can’t all stage an Olympics to get these, but having a really motivating purpose has to be a good start.