How can YOU become … and stay an High Performing Organisation ?

1. How can YOU become … and stay an High Performing Organisation ? Dr. André de Waal MBA & Drs. Chiel Vink Center for Organizational Performance May 2010 www.hpocenter.com

2. ... and a HPO focussen for a longer period on that what really matters Excellent organisations ... A High Performance Organisation is an organisation that achieves results that are better than its peer group over a period of time of at least 5 to 10 years HPO ‘Peer’ groep

3. But … how to become a HPO? • Keeping promises? • More focus on customers? • Defining a clear vision, mission and strategy? • Enhancing trust in leadership? • Better conditions for career development? • Processes with improved IT structure? • Selecting a different organisation structure? • Implementing competence management? • Improved information architecture? • Lowering work pressure? • Servant leadership? • More appreciating employees on their efforts? • Developing better listening skills? • More two-way communication with employees? • Finally sacking bad performing people? • …

4. The HPO research: What truly matters? • 5 years academic research • Analysis of 290+ international studies • 2500 international surveys in many countries + many sectors • In cooperation with MSM, Free University of Amsterdam and Cranfield University (Great Britain)

5. What DOES NOTmake a difference ... Organisation structure: STOP continuously reorganising! Strategy:it is about UNIQUENESS!  Techniques/tools (like IT, competence management etc.):stand-alone of little value! Autonomy:too much is counterproductive! Communication:it is about dialogue!

6. The 5 PILLARS for success! High Performance Organisation LONG TERM ORIENTATION OPEN & ACTION ORIENTED CONTINUOUS IMPROVEMENT HIGH QUALITY OF EMPLOYEES HIGH QUALITY OF MANAGEMENT

7. A high quality manager ... • is trusted by employees; • has integrity and is a strong role model; • applies fast decision-making and action-taking; • coaches, facilitates and inspires employees to achieve exceptional results; • is always focused on achieving results and is very effective in that respect; • holds employees always responsible for their results and is decisive with regard to non-performers; • is confidentand astrong leader.

8. High quality employees … • always want to be held responsible for their results; • want to be inspired to achieve extraordinary results; • are resilient and flexible; • are diverseand complementary; • are able to cooperate excellent with partners, suppliers and customers.

9. A HPO has a long term orientation … • management and employees have been with the company for a long time; • new management is promoted from within; • the organisation maintains long term relations with stakeholders and grows through partnerships; • the organisation is aimed at servicing the customersas best as possible.

10. An HPO fosters openness and action orientation ... • management frequently engages in a dialogue with employees and involves them in important processes; • employees spend much time on dialogue, knowledge sharing and learning, in order to achieve higher performance; • management welcomes change and allows making mistakes.

11. A HPO continuously improves and renews itself by … • adopting a strategy that clearly sets itapart; • improving, simplifying and aligning its processes; • reporting all that matters to everybody in the organisation; • innovating its core competencies, products, processes and services.

12. Practical use • - Spend more time on the things that really matter • Spend less time on things that do not make the difference Focus The HPO Diagnosis gives the organisaton concrete indications on the issues that need more or less management attention

13. Case study 1: ATLAS

14. 6,2 6,1 6,0 5,8 5,3 ATLAS (2010) ATLAS (2009) HPO HPO scores ATLAS 10 8,5 8 6  + 5% 4 2 0 Management Openness and Long Term Continuous Workforce Quality Quality Action Orientation Committment Improvement

15. 2 1 HPO Actions 3 Atlas HPO reality HPO Performance 10 5.6 - 5.9 2007 2009 2010 2011 Stabilisation Preparation Bad Shape Issue Driven ????

16. HPO The ATLAS communication iceberg “The clay layer” AMB Workforce

17. Management committment ON ALL LEVELS is critical ...

18. Case study 2: Iringa University College (IUCo) • Session in 2007 with HPO diagnosis • Session in 2009, again with HPO diagnosis + interviews

19. 7,5 6,3 5,9 5,5 5,9 5,9 5,9 6,4 6,4 6,4 6,4 2007 5,6 5,6 5,6 5,6 5,6 5,6 5,5 5,5 5,5 5,1 5,1 5,1 5,1 5,1 2009 HPO status IUCo February 2009 (mgmt levels) HPO status IUCo February 2009 10,0 8,5 8,0 6,0 4,0 2,0 0,0 Management Quality Openness and Action Long Term Continuous Staff Quality Orientation Committment Improvement

20. Analysis: good points • Much improvement on the 10 strategic objectives • Financially stable • Greater enrollment • Students + faculty are enrolling from other universities • Alumni hired at other universities + government • More research + publications • Students are proud to be at IUCo • Conclusion: growing reputation of IUCo

21. Analysis: improvement points (example) • Management + staff are both moving toward HPU … • … but at different speeds • Conclusion: more dialogue needed (from both sides!) management staff

22. Overall conclusion • Competition of (public) universities increasing • Competing on no. of students is useless • HPO: not necessarily the BIGGEST but necessarily the BEST • Conclusion: no option but to become the HARVARD UNIVERSITY of East Africa !

23. 7,0 6,4 6,3 6,4 6,5 Participants (n=46) UK (n=1244) Europa (n=3559) HPO HPO Score Participants 10 8,5 8 6 4 2 0 Management Quality Openness and Action Long Term Continuous Workforce Quality Orientation Committment Improvement

24. Attention point 1: Strengthen process management • Improve process management knowledge, skills + planning • Prevent cutting corners and compromising quality • Foster end-to-end delivery view/understanding • Introduce common infrastructures • Discourage fire fighting and foster structural problem solving • Stimulate learning from mistakes

25. Attention point 2: Increase employee engagement • Foster a culture of trust (stop CYA behaviour, blaming & shaming) • Foster empathic leadership • Improve horizonal + vertical information flows • Actively engage employees in special projects • Be more visible on the work floor

26. Attention point 3: Increase quality of leadership • Stimulate pride, ownership and pro-activity • Enhance personal responsibility and accountability • Emphasize unambiguous and accepted role models • Introduce personal coaching from MT members • Improve communication skills and dialogue attitude + ability • BECOME A High Performance Manager !

27. My questions to you • Do you recognise these attention points? • How are you dealing with these? • What can you recommend others to do? • What are your TOP 3 tangible HPO actions for the remainder of 2010?