Taking the Guesswork Out of Building High Performance Culture
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An introduction to Performance Equations
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Taking the Guesswork Out of Building High Performance Culture
- 1. Taking the Guesswork Out of Building Organisational Performance
- 3. Clients We Have Worked With O 2
- 11. Relationship Matrix Business Performance People Outputs. RESULTS/OUTCOMES Satisfaction Change Understanding the drivers of performance outcomes is critical in knowing which levels to pull. PRICING/VALUE FOR MONEY PRODUCT/SERVICE PERFORMANCE BRAND IMAGE/TRUST EASE OF DOING BUSINESS RESPONSIVENESS TO CUSTOMERS TOTAL SUPPORT PACKAGE EMPATHY/COMPATIBILITY + + + + + + - - - - STRATEGIC FOCUS PERFORMANCE MANAGEMENT LEADERSHIP STRUCTURE Client specific strategic outcomes can be added COMPETITIVE STRATEGIES
- 15. Developing talent through the leadership pipeline Leadership Pipeline: A long-term, systemic approach to developing a sustainable supply of leaders ready to execute your strategy now and in the future — Charan, Drotter, Noel, The Leadership Pipeline, 2001 Passage Six Group Manager Passage Four Business Manager Functional Manager Passage Two Manager Manager Manage Others Manage Self Passage Five Passage One Passage Three Passage Six Enterprise Manager Passage Four Passage Two Passage Five Passage One Passage Three
- 19. Performance Does Not (Always) Predict Potential 93% 7% 71% 29% Current performance is a necessary condition for potential but does not guarantee success at the next level BUT Only 7% of high potentials are not high performers Most high performers are not high potential
- 20. What Determines Talent High Performance High Potential Talent Pool Talent Differentiators + = Applied experience Capability Knowledge & skills Capacity +
- 21. Connecting Business Capability to Business Strategy Organisational Vision Business drivers Strategic priorities Cultural priorities Business Strategy Organisational values and behaviour Team capabilities Individual capabilities
- 22. How to build organisational performance
Notas del editor
- IES and Gallup
- Verax International Ltd - Organisational Transitions (OTI) 011105 If we think of a change as a journey – it has a Destination (that you need to know), A Start Point (that you need to know) and a Route (to be planned) JOURNEY START POINT At a glance view of Desired (Gold - Strategic Plan, Board – explain later) vs Actual (Blue) - this is the Start Point 4 Main Performance Bearing Mechanism factors at top 4 Main Results / Outcomes at bottom. Very Graphic. for any group / sub-group or Organisation + Benchmark * - Pause %ile scale - 50 th thick black line Operating Style Actual vs Desired Also Overall Effectiveness Score Gaps = Road Blocks, Hold-ups, etc.
- Verax International Ltd - Organisational Transitions (OTI) 011105 PBM’s down left hand side in the 4 main clusters. Outcomes – Across top + - show how each PBM impacts on each outcome. e.g. Strategy Focus PBM’s little impact on Results/Outcomes. Management / Leadership – Carry all the burden for results. Structure – Negative Impact (N.B. This picture different for each Organisation) For each can go back into the Report & find out exactly why it has Impact. Now look at Why Organisation Structure has negative impact. CEO said, “ We have a bunch of people who want the business to succeed. Our systems & structure do everything possible to prevent them succeeding.”