Develop a High Performance Organization?
(An assessment of the various reasons and circumstances management (clients) include the "high performance organization" as a unique business strategy.)
What provokes the creation of a "high performance organization?"
Internal Criteria:
- Changes in key leadership, business and organizational strategy, outcomes.
- Board member suggestion.
- Workforce and competitor competencies.
- Significant changes in products, services or the portfolio of products and services.
- Delayering, reorganization, rightsizing, early retirement: now how do we go forward?
- Unexpected breakthrough technology.
- Over-capacity, under-capacity.
- Inventory turnover.
- "Success brings failure"
- Costs.
- Budgeting.
- Time for a 'major tune up' (of start-up or mature business); team building.
- Obsolete, but comfortable, management practices
- Annual step back, assess, create a view of the future and plan outcomes.
- Upgrade management, question current practices; business stretch goals, targets, results; slow decision making, sluggish performance, to much same- same.
- Crisis or looming crisis.
- On-the-job development and assessment of management.
- Assess and develop successors.
- Organization competencies
- Business plan.
External Criteria:
- Important consequential changes in the business environment
- Economy,
- Demand shifts,
- Competitive conditions,
- Globalization of markets, intense international competition, deregulation,
- Shifting resources, merging operations, adding operations,
- Obsolesce,
- Pace of change,
- Market demand, market share, industry trends,
- Growth, different customers,
- Suppliers,
- New competitors.
- New products, services.
- Patents.
- Loss, acquisition of major customers.
- Synergy, integration with an acquisition, new business.
- Sold off assets; discontinued a business, product line.
- Growth.
- New partner, joint venture, merger.
- International ventures.
Serious & Reccuring Problems:
- Customer concerns: time, cost, performance, services, quality.
- Flat or under-performance.
- Price erosion.
- Product development.
- Production.
- Market share.
- Business processes, services.
- Overall productivity, profitability, gross margin.
- Competency of management, managers, human assets.
- Motivation, commitment, empowerment.
- Corporate culture and productivity.
- Workforce, turnover.
- Research and development cycle, new products.
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