Sustaining High Performance for Excellence...

Sustaining High Performance for Excellence The high performance of an organization is determined by how well it is meeting the expectations of its key stakeholders (customers, investors, employees, suppliers, regulatory authorities and the public). In the turbulent  environment which the organization has to undergo in its life span, creation and sustenance of high performance is always a challenge for the organization. There are many cases where  highly successful organizations of the past have failed to exist today or just have become an average performing organization. The environment under which an organization operates undergoes a constant change and hence it calls for new approaches and processes by which change is to be addressed in the organization. The organization can succeed in the new environment only if it plays its role with competence and it focuses on using knowledge to guide its actions. The organization culture must be built to thrive in the performance in an environment of continuous change. It must have processes which are not only continuous evolutionary or incremental, but also continuous and transformational. Though for sustaining high performance, the strategy, operational discipline, talented people are normally considered as essential requirements, but the key for the sustenance of high performance is the developmental culture of the organization which is not replicable outside the organization. The high performance culture of the organization must have a unique personality and soul which cannot be invented and imposed. The organizational character is to be discovered from within the organization based on shared value and heritage. The unique personality and soul of the organization must have high performance values and behaviors (Fig 1) such as high aspirations and a desire to win, external focus, think like owners, bias to actions, individuals who team, and passion and energy etc....

Organizational Excellence...

Organizational Excellence It is difficult to define the organizational excellence and even more difficult to achieve it. For achieving organizational excellence there has to be a paradigm shift in the thinking of the organizational leadership and its stakeholders. Organizational excellence helps an organization to excel in all its sphere of activities. It makes the organization to achieve and sustain outstanding levels of performance which meets or exceeds the expectations of all the stakeholders. An organization to achieve sustainable organizational excellence needs support of the eight key organizational pillars as shown in Fig 1. Fig 1 Eight key organizational pillars These pillars provide the foundation for achieving the excellence as well as a common language for the top management. The organization is to bring permanent change in its values and operations by focusing on managing of these eight pillars. These pillars describe the attributes of the culture needed in the organization for excellence. Each of these organizational pillars is not new by itself. Each has its own importance. But the key to organizational excellence is combining and managing them together. They have to integrate into the organizational culture for providing excellence to the organization. These eight pillars are as follows. Customer centric approach By following customer centric approach, the organization adds value for its customers on a consistent basis. This is done through understanding customers, anticipating and fulfilling their needs, meeting their expectations and utilization of the available opportunities. Development of capabilities The organizational capabilities are developed by bringing effective and permanent change in its operations through successful change management. The changes are to encompass all the organizational activities within and beyond the boundaries of the organization. Focus on creativity and innovation The organization can achieve excellence through continual improvement by harnessing creativity and innovation....