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High Performance Organization

Members of high performance teams are bound together by their growth mindset. They set ambitious goals for themselves, request direct feedback and are always looking to learn about opportunities. Basically, they do not let themselves be too easily satisfied. That is how they drive their personal development forward – and with it, the development of their company and its culture.

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A high performance organization is one which allows self-organization and empowers staff members for this purpose.

High Performance Organization – a great moment for a team player

The Rolling Stones. The French national football team and the X-Men. As different as they all are, these teams have one thing in common: they are all top performers who deliver their performance when it counts. What is the formula behind the success of high performance teams? Can this be established in an organization’s culture? And how should people interact within a company in order to perform well?

Clearly a software engineer doesn’t have to swing his or her hips like Mick Jagger. At least not while developing software. And a product engineer has no need to dribble like Antoine Griezmann. But even in these sectors, a strong performance is one where outstanding individual players shine within a well-functioning team. More than ever, companies need to understand how to empower the individuals within their networks. This is the only way to become a high performance organization.

Shine a Light

What exactly is a high performance organization? The dry definition: a high performance organization is a company that is significantly more successful than its competitors over a long period of time. Indicators for this include profitability and customer satisfaction figures. Much more interesting than the definition is the question: what makes such an organization? And how can a company become one?

The primary goal of a high performance organization is to focus on customer needs. These organizations are constantly working on improving the customer’s experience. This doesn’t just mean providing excellent customer service. The development of new products and services is an important factor, as is communication. One method for firmly anchoring this customer-centric approach in a company is the development of innovations in Co-Creation together with customers.

Staff members are just as important as this focus on customer experiences. They are the ones who constitute the spirit of the company. Their personal impetus must reflect the vision of the company. To this end, the goals and values of the organization should be clear to all employees. It is only when employees are aware of how they can make the greatest possible contribution to the success of the company that they can work efficiently.

(I Can’t Get No) Satisfaction

The extent to which a company satisfies customer’s needs is, in the commercial context, one of the best indicators of performance. Absolute customer-centricity works best when a company operates as an agile network organization. In this network staff members are not just employees, but entrepreneurs in a business. They have a voice in shaping the organization and developing ideas as to how customer value can be increased. Flexible project teams are, in this model, a hotbed of innovation.

This calls for some rethinking. Commercial freedom is replacing the old system of command and control in some sectors. Goals and values – the “why” – are aligned in the company just as before. The “how”, on the other hand, may become freer in order to improve performance. The people in the company have more design flexibility, but also more responsibility.

Members of high performance teams are bound together by their growth mindset. They set ambitious goals for themselves, request direct feedback and are always looking to learn about opportunities. Basically, they do not let themselves be too easily satisfied. That is how they drive their personal development forward – and with it, the development of their company and its culture.

Gimme Shelter

A high performance organization is one which allows self-organization and empowers staff members for this purpose. This prevents employees from withdrawing into a shadow organization. Instead, agile network organizations quite officially promote rapid decision-making and projects with individual responsibility. Significantly, this means the organization’s development is based primarily on cultural aspects rather than solely on technology.

Along with empowerment of staff members, the establishment of an error culture is vital. Organizational learning can only occur when mistakes are permitted. If setbacks are handled in a productive manner, they can result in new and more beneficial approaches for the company. High performance organizations know to make use of this learning potential. One example is the application of iterative models of product development. Each version uses knowledge of the errors of previous versions to constantly improve customer value.

As a learning organization, this type of company accepts change and constantly responds to the requirements of the market. To this end, staff members are included in decision-making processes and remain in regular contact with customers. Openness to new technologies and methods helps to keep a finger on the pulse of the market. Not least, a network organization allows for greater flexibility, wholly new perspectives and a steady supply of innovations. This high speed of innovation is one of the most important indicators of high performance organizations today.

If the right framework conditions are achieved within the company, they will shine. Whether in the limelight or under floodlights, Adi Preissler already had the right idea: “All theory is gray – the important thing is to be on the spot”.

Sometimes you gotta run before you can walk.
- Tony Stark, Iron Man

Solution Package High Performance Organization

A high performance organization allows self-organization and empowers staff members for this purpose. In People.OS agile teams can act in these new-look organizations at any time in a variety of configurations. 

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OKR - tracking objectives and their outcomes

People.OS is based on the OKR framework that aims to define company and team objectives along with linked and measurable key results to provide a critical thinking framework and ongoing discipline that seeks to ensure employees work together, focusing their efforts to make measurable contributions. This increases transparency and provides your employees with focus and purpose.

The right profile for the right projects

Staff members manage their own profiles, in which they can document their achievements and where their skills can be evaluated by colleagues. In this way they can create their own label within the company and get to work on the right projects. This, in turn, holistically improves the overall performance of the organization.

The marketplace as a focal and pivotal point for collaboration

Project owners create profiles of the skills they need on their project team. Staff members can receive notifications of suitable projects according to their individual interests, goals and skills, and keep informed of interesting prospects.

The fast, direct route to an ideal project team

The profile data of staff members are analyzed and strategic projects are allocated. The project owner will be notified directly of suitable profiles, and can enjoy immediate access to the most suitable team members within the organization. Where the right skills are available in an organization, performance can be significantly improved.

Contact potential team members professionally

The project owner can examine the profile of a staff member and contact them directly. If certain skills are lacking, then potential team members can work together to find a solution and close the gap.

Record common goals and achievements

During the cooperative process, the project owner and team members record all their achievements in the Contributions section and demonstrate their progress towards the team’s concrete goals. This enables the direct calculation of success indicators and speeds up the organization’s performance.

Direct feedback from the team

Any staff member can initiate feedback rounds to find out more about their own performance. This involves sending feedback requests to selected colleagues. In this way each staff member can get 360-degree feedback from the people they work with, irrespective of rank.

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