Dr.

Kapil Pandla
 High performance organisations (HPOs).
◦ HPOs intentionally designed to:
 Bring out the best in people via a strategically focused HR
organisation
 Hire right, continuously train, and use the talent
 Produce organisational capability that delivers sustainable
organisational results.
◦ HPOs place people first.

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 From The Fifth Discipline, 1990: “…organisations where people
continually expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where people are
continually learning how to learn together.”

 From David Garvin’s Learning in Action, 2000: “A learning

organisation is an organisation skilled at creating, acquiring,
interpreting, transferring, and retaining knowledge, and at purposely
modifying its behavior to reflect new knowledge and insights.”

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 OB and changing customer expectations
◦ Upside-down pyramid view of organisations.
 Customers and clients at the top of organisation.
 Workers directly affect customers and clients.
 Team leaders and middle managers directly support
the workers.
 Top managers clarify the mission and objectives, set
strategies, and make adequate resources available.

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 Emphasis on intellectual capital.
◦ Intellectual capital is the foundation for HPOs
To utilize intellectual capital, HPOs often organize work-
flow around key business processes and use work
teams within these processes

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 Key components utilized in HPOs.
◦ Employee participation.
◦ Systems Thinking
◦ Self-directing work teams.
◦ Integrated production technologies.
◦ organisational learning.
◦ Focus on Total Quality Management and Continuous
Improvement.

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 Employee participation.
◦ The amount of decision making delegated to
workers at all levels.
◦ Employment participation can be visualized on a
continuum.
 No involvement.
 Moderate involvement or participative management.
 High involvement or employee empowerment.

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 Self-directing work teams.
◦ Empowered to make decisions about planning,
doing, and evaluating their work.
◦ Sometimes called self-managing or self-leading
work teams.
◦ Important in HPOs due to:
 Need to tap employees’ expertise and knowledge.
 Need for employees to manage themselves.

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 Integrated production technologies.
◦ Focus on providing flexibility in manufacturing and services
and involves job design and information technology.
◦ Key components:
 Just-in-time systems.
 Modular/Variable Manufacturing and Customer Support Systems
 Use of computers.

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 organisational learning.
◦ A way for organisations to adapt to their settings and to
gather information to anticipate future changes.
◦ HPOs are designed for organisational learning
 Eat, play, breathe as one
 Remove desire to leave premises to get other “work” done

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 Total quality management (TQM).
◦ A total commitment to:
 High-quality results.
 Continuous improvement.
 Meeting customer needs.
◦ TQM is a a tightly integrated part of HPOs.
 Encourages all workers to do their own quality
planning and checking.

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 1. Create consistency of purpose towards improvement of
product and services.
2. Adopt the new philosophy. We can no longer live with
commonly accepted levels of delays, mistakes, defective
workmanship.
3. Cease dependence on mass inspection. Require, instead, statistical
evidence that quality is built in.
4 . End the practice of awarding business on the basis of price tag.
5. Find problems. It is management’s job to work continually on the
system.
6. Institute modern methods of training on the job.
7. Institute modern methods of supervision of production workers.
The responsibility of foremen must be changed from numbers to quality.

9.

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 .8. Drive out fear so that everyone may work effectively for the
company
9. Break down barriers between departments.
10. Eliminate numerical goals, posters and slogans for the workforce asking for new
levels of productivity without providing methods.
11. Eliminate work standards that prescribe numerical quotas.
12. Remove barriers that stand between the hourly worker and his right to pride
of workmanship
13. Institute a vigorous programme of education and retraining.
14. Create a structure in top management that will push everyday on the above
13 points..

9.

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 Lack of consistency
 Concentration on short term profits
 Over reliance on performance appraisals
 Job-hopping
 Over emphasis on visible figures

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◦ HPO component: employee involvement.
 Flat and lean hierarchy.
 Heavy team emphasis throughout organisation.
 Paper work minimised.
 Rapid decision making emphasised.
 People were empowered to do “whatever it takes” to
get the job done.

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PERFORMANCE RESULTS

VISION-DRIVEN LEADERSHIP

ENERGIZED
WORK
SKILL – OPEN
FORCE
BASED COMMUNICATION
SOURCES (LEARNING) AND
OF VALUES KNOWLEDGEABLE
COMPETITIVE MANAGEMENT
ADVANTAGE

CLEAR, PERFORMANCE-BASED ASPIRATIONS

Key elements of a HPO Attributes

• Customer focus
1 Stakeholder • Superb expectation management towards capital markets & constant
overachievement
orientation • Being the “Employer of choice”
• Professional stakeholder relationship management & excellent corporate image

• Stimulating, clear and shared vision

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Vision • Compelling business model
Direction • Winning and differentiating strategy
• Focused management agenda balancing short-term results and long-term
sustainability
• Clear communication of direction throughout organisation

• Ability to attract & retain right leadership talent at all levels / “Employer of choice”
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Leadership • Top management focus on people development
• Exemplary leadership behavior (walk-the-talk)

• Values & principles & philosophies being lived

• Productive & diverse working environment
4 Culture • People feel valued and rewarded
• Highly engaged employees / pride with the organisation

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Key elements of a HPO Attributes

• 3 - 5 capabilities
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Core • Ability to execute / relentless focus on implementation of strategy
capabilities • Innovation
• Clear distinctive functional excellence
• Learning & adaptation

• Lean and efficient structure; Clear roles & responsibilities

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Accountability • Flat hierarchies, therefore fast & responsive
& Control • Focused and balanced set of KPIs aligned to organisational goals
• Ambitious performance contracts / stretch targets
• Performance management
• Recognition & appreciation (financial and non-financial) linked to performance
• Poor performance managed

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Structures, • Benchmarked, world class structures, processes & continuous improvement
• High performing IT & Management Information (MI) systems
Processes & • High quality management information enabling rapid & accurate decision making
Systems • Efficient IT-productivity systems supporting core capabilities
• State of the art “organisation structures”

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