Designing a High Performance Organization
An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
Jack Welch

The right people are the difference that make the difference between a mediocre organisation and an excellent organisation. Simple.

People themselves are the reason why a company grows or not (that's why companies in growing market stay blocked: lack of the right people).

People, however, need to be inserted in an organizational model that allows them to reach their objectives in the best way, and that allows the company to exploit its "core competences" to the best.

Designing an organizational structure means acting on the very same structure (organizational roles), the processes, the incentives and, we will see, KPIs.

Certainly, we don't want to write an essay of "organisational design" here, but High Performance Companies have organisational structures with certain characteristics. When you design your organization:

Finally, remember that the most difficult thing to do is to change the company culture, according to Frances Frei and Anne Morris at Harvard Business Review:

"Culture guides discretionary behavior and it picks up where the employee handbook leaves off. Culture tells us how to respond to an unprecedented service request. It tells us whether to risk telling our bosses about our new ideas, and whether to surface or hide problems. Employees make hundreds of decisions on their own every day, and culture is our guide. Culture tells us what to do when the CEO isn't in the room, which is of course most of the time."

Simone Gibertoni

From "The Path to Personal Excellence" by Simone Gibertoni

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