The High Performance Philosophy

We define a High Performance organization as an organization which achieves outstanding results by clarifying its strategy, aligning processes, structures and systems to that strategy, and by making each person a contributing partner in the business. It is important to note that achieving High Performance requires simultaneous improvements in both technical and social dimensions of the organization. Focusing on one to the exclusion of the other will result in less than optimal organizational performance.  Following is a summary of basic High Performance principles:

• The strategy and direction of the organization are clear to every member, and guide day-to-day actions and decision making
• People are viewed as the organization's greatest asset. They understand the business, are committed to getting results, and are given the information, skills, resources, and authority to do their jobs. With these resources, they can make decisions, solve problems, and contribute to the business in significant ways.
• People govern themselves by adherence to shared core ideology and guiding principles instead of rigid policies and procedures.
• Work is designed around whole business processes rather than narrow job functions, and people are organized into teams responsible for managing a whole and meaningful segment of work.
• Work processes and structures are streamlined and systems are aligned to support the strategy and core ideology of the business.
• The management role changes from controlling workers and solving day-to-day problems to defining strategy, establishing boundaries, providing resources, and creating an environment in which teams and workers can be effective.
• The organization consistently achieves outstanding results.