Five Practices to Accelerate Your Organization to High Performance
High Performance Organization
Dr. Roman Hipp | Daniel Stitz | Nick Goeller
Jun 2018
| Strategy Paper
| Anglais
Five Practices to Accelerate Your Organization to High Performance
Five Practices to Accelerate Your Organization to High Performance
Almost every company is now facing a transformation. Digitalization and innovations are rapidly changing businesses: Traditional industry borders are disappearing, new competitors are appearing and attacking by disruptive business models. This leaves established companies little response time. Acting fast, skillfully, and creatively is necessary – especially when faced with an uncertain future. Well-positioned companies counter with a high performance organization.
Porsche Consulting supports management in the introduction and implementation. “We have developed five maxims, which give top managers the necessary focus. At the same time, these guiding principles pave the way for a strategically aligned transformation, in which all employees will be able to take part”, says Dr. Roman Hipp, Partner in the management consultancy Porsche Consulting. Hipp emphasizes strict customer centricity, more decentralized decision-making competencies, and collaboration. How companies with five maxims become high performers is demonstrated by the new Porsche Consulting strategy paper.
Management Summary
- For most executives, the main challenge in building sustained business success in a High Performance Organization is determining where to begin
- Relying on your organizational self without deliberate and genuine observation what you do from an outside perspective can result in tunnel vision and impede organizational changes to come
- A majority of organizations still rely on setting long term goals for their workforce top-down. This mentality risks losing touch to employees by focusing solely on costs and capital to enhance productivity
- Realizing the full potential of the organization is all too often limited by centralized decision-making. This is especially true for traditional organizations that have been established over years
- The focus on your organization’s core competencies can at times limit innovative thinking. The organization is entrenched on past and current products, methods and capabilities. Even if willing to adapt, ideas and knowledge are limited at some point
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