1. a dynamic-driven learning culture (change is a way of life as the culture has changed the way people think);
2. empowered organization population (the devolution of decision-making and responsibility is widespread); and
3. corporate activity is outcomes-driven, not outputs-driven!
The dynamics of such an organization include the interplay between the following elements:
- High performance corporate strategy;
- Corporation-wide strategic thinking and strategic leadership (as distinct from Transformational leadership);
- Deployment of high performance talent;
- Embracing a high performance culture across the organization;
- A dynamic-driven organizational learning culture;
- An engaged client-employee community; and
- Enabling technologies.
What does a HPO model look like?
The following is a summary of the elements in the HPO model.
Success in the achievement of HPO status flows from the integration of all the above attributes to frame a Responsive Organization; thus the challenge for the HPO is to deliver products/services by engaging the people who are responsible for achieving outcomes so as to meet client expectations: and in the process, assist and contribute to the corporate transition from an internal focused transactional entity to a dynamic-driven internal-external focused entity.
How does a company/corporation (public/private Corporation) move to HPO status?
Any move from the current status will not come about via one ‘giant leap’, it will happen via a number of incremental steps moving all the above-listed elements toward a common integrated framework.
None of this will happen unless senior management at all levels, as well as, employees at all levels embrace the need for change and then commit to taking the necessary steps for change. Those steps must be driven by one (or a few) critical imperative(s), that is, the achievement of critical strategic, commercial or operational outcomes.
Inherent in all the above is initially embracing transformational leadership at management level at the first step which then must transition into a strategic leadership orientation. In addition, strategic thinking must be core to day-to-day decision-making throughout the corporation.
How do we know if things we do on a day-to-day basis are achieving the prescribed strategic outcomes?
Corporate, division and unit activity is informed, and driven, by metrics: modeling those metrics will identify the variables that best predict achievement of the prescribed strategic outcomes.
Gap analysis will highlight where resources need to be deployed (or re-deployed) to align the strategic objectives against the actual strategic outcomes.
Does this look like your organization?
Why, or why not?