HIGH PERFORMANCE ORGANIZATION

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Misson

•Mission describes the overarching purpose of the organization—the reason it exists.

•Your mission statement answers the questions:–Why do you exist?–What do you do?–Who do you serve?

Value

•Values are beliefs that your organization’s members hold in common and endeavor to put into practice.

•Values guide your organization’s members in performing their work.

•They answer the question –“What are the basic beliefs that we share as an organization?”

•Adherence to the organization’s values, “walking the talk”, fasters individual and organizational integrity

WHAT Is A High Performance Organization ? (HPO)

HPOs are intentionally designed to

•Bring out the best in people

.•Produce organizational capability that delivers sustainable organizational results.

•HPOs place people first .•Intellectual capital is the foundation for HPO

.•Organize work-flow around key business processes and use work teams within these processes.

Value Disciplines: Customer Intimacy, Product Leadership and Operational Excellence Model by M. Treacyand F. Wiersema

•Different customers buy different kinds of value.Some customer segments appreciate low prices, while others want the most superior and innovative products. Some customers expect the best of the best customer service, while others want to be able to quickly get a reliable product without much hassle. It is therefore important to clearly choose your customer and narrow the value you want to focus on. Market leaders choose to excel in delivering extraordinary levels of one particular value while maintaining a threshold standard on other dimensions of value. In other words: market leaders are extremely good at being the best at delivering one particular value without being bad at the other value disciplines

PRODUCT LEADERSHIP

•Product Leadership is about consistently striving to provide your customers with leading-edge products or useful new applications of existing products or services. In order to do so, they must be creative, agile and fast. Their strength lies in reacting to situations as they occur.Consequently, product leaders avoid bureaucracy at all costs because it slows down the commercialization of their ideas.

•Examples of product leaders are Apple, Nike, Rolex, Microsoft and Harley-Davidson.

CUSTOMER INTIMACY

•A company that delivers value via customer intimacy builds bonds with customers like those between good neighbor’s. Customer intimate companies don’t deliver what the market wants, but what a specific customer wants. It continually tailors its products and services to the customer in a way that it can offer the ‘best total solution’. Because of this approach, customer intimate companies’ greatest assets are their customer loyalty.

•Examples of companies that show this level of understanding are Home Depot, Salesforce, Amazon and Nordstrom.

OPERATIONAL EXCELLENCE

•Operationally excellent companies deliver a combination of quality, price, and ease of purchase that no one else in their market can match. Their value proposition to customers is guaranteed low price and/or hassle-free service.

•Examples of operational excellent companies are McDonald’s, Southwest Airlines, Wal-Mart and IKEA.

ATTRIBUTES OF HIGH PERFORMANCE ORGANIZATION

•− HPO achieves sustained growth, which is better than the financial performance of its peer group over a period of at least five years

;•− HPO has a great ability to adapt quickly to changes;

•− HPO has a long-term orientation;

•− the management processes of an HPO are integrated and the strategy, structure, processes and people are aligned throughout the organization;

•− HPO focuses on continuously improving and reinventing its core capabilities;

•− HPO spends much effort on developing its workforce.

SO IN CONCLUSION WHAT IS A HPO

•Based on the common themes, the following definition of an HPO is proposed:

A High Performance Organization is an organization that achieves financial results that are better than those of its peer group over a longer period of time, by being able to adapt well to changes and react to these quickly, by managing for the long term, by setting up an integrated and aligned management structure, by continuously improving its core capabilities, and by truly treating the employees as main asset.

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