1. BUILDING HIGH-PERFORMANCE THE TWENTY-FIRST CENTURY
Commonwealth Centers
FOR HIGH-PERFORMANCE ORGANIZATIONS
MODULE II:
INTRODUCTION TO
AND OVERVIEW OF THE
HPO CHANGE MODEL
BUILDING HIGH-PERFORMANCE
ORGANIZATIONS IN
THE TWENTY-FIRST CENTURY

2. Why are We Here? What is the HPO Material All About?
What it is not...
Downsizing
Working Harder/Longer The Same Way
Techniques
A Cookbook

3. Why are We Here? What is the HPO Material All About?
What it is...
A focus on HIGH PERFORMANCE

4. Why are We Here? What is the HPO Material All About?
Or better, a focus on HIGH(er) PERFORMANCE

5. FOCUS OF THE HPO MATERIAL
Organization
Micro-Business
Team/Unit
Circle of Concern
ALIGNMENT
“NOG’s”
Circle of Influence
Individual
Circle of Control

6. What Do We Need to Do to Build a High-Performance Organization?
THE HPO CHANGE MODEL
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES

7. 7 Key Diagnostic Questions For Exploring Organizations
What is High-Performance for us?
How would we know if we were?
According to whom are we?
Why be High-Performance?
Are we doing the right “what?”
How good are we at it?
How are we treating each other and our customers?

8. THE FIRST 2 KEY DIAGNOSTIC QUESTIONS
THE HPO CHANGE MODEL
THE FIRST 2 KEY DIAGNOSTIC QUESTIONS
1. What is it?
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES
2. How would we know?

9. THE DEFINITION OF HIGH PERFORMANCE
THE HPO CHANGE MODEL
THE DEFINITION OF HIGH PERFORMANCE
1. What is it?
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES
Quality
Customer “Value”
Financial Performance
2. How would we know? HP
“PICK 3+”

10. “PICK 3+” THE HPO CHANGE MODEL “PICK 1” “PICK 2” GOOD FAST CHEAP
THE DEFINITION OF HIGH-PERFORMANCE IS RISING
GOOD
(QUALITY)
2. How would we know?
“PICK 3+”
“PICK 1”
“PICK 2”
FAST
(CUSTOMER VALUE)
CHEAP
(FINANCIAL
PERFORMANCE)

11. THE DEFINITION OF HIGH-PERFORMANCE IS RISING
THE HPO CHANGE MODEL
THE DEFINITION OF HIGH-PERFORMANCE IS RISING
2000 “PICK 3+”
“PICK 2”
1900 “PICK 1”

12. DEFINING QUALITY DESIGN AND FEATURES QUALITY VERSUS EXECUTION QUALITY
5. Right “What?”
FOCUS ON THE CUSTOMER
(Outcomes)
Right stuff?
Right people?
Design and Features Quality $
Complex
EFFECTIVE
6. How Good?
Execution
Quality $
FOCUS ON
PROCESSES
Right processes? “cost of compliance”
Done right? “cost of non-compliance”
Poor
Excellent
Modest
EFFICIENT
$ = Higher Cost

13. THE 3RD KEY DIAGNOSTIC QUESTION
THE HPO CHANGE MODEL
THE 3RD KEY DIAGNOSTIC QUESTION
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES
3. ACCORDING TO WHOM?
Compe-tition
Other
Stake-
holders
Food Chain
Beneficiary Chain
Partners P P US P

14. THE 4TH KEY DIAGNOSTIC QUESTION
THE HPO CHANGE MODEL
THE 4TH KEY DIAGNOSTIC QUESTION
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES
4. WHY DO WE NEED TO BE HIGH PERFORMING?
Higher Moral Purpose
Self Pride
Survival

15. ENV HP THE HPO CHANGE MODEL
VISION
STRATEGY
STRUCTURE
SYSTEMS
ENV HP
LEADERSHIP
VALUES
These are the 6 “levers” that are available inside the “black box” (which is our organization) that are available for “pulling” to improve the organization’s performance

16. L
Organization L
Micro-Business M L
Team/Unit M
ALIGNMENT L M
“NOG’s”
We need to get the “work of leadership” and the “work of manage-ment” done at all levels of the organization M
Individual

17. ENV HP THE HPO CHANGE MODEL
STRATEGY
STRUCTURE
SYSTEMS
VISION
LEADERSHIP
Philosophy
Functions
Form
ENV HP
WORK
CULTURE
VALUES
A more developed view of the “change levers” showing the “vision to performance” spiral
The “values to work culture” spiral

18. THE FINAL 3 KEY DIAGNOSTIC QUESTIONS
THE HPO CHANGE MODEL
THE FINAL 3 KEY DIAGNOSTIC QUESTIONS
5. Right
“What?”
STRATEGY
STRUCTURE
SYSTEMS
VISION
LEADERSHIP
Philosophy
Functions
Form
6. How
Good?
ENV HP
7. How
Treat?
WORK
CULTURE
VALUES

19. PUTTING IT ALL TOGETHER 4. Why do we need to be high performance?
THE HPO CHANGE MODEL
PUTTING IT ALL TOGETHER
3. According to whom?
5. Right
“what?”
STRATEGY
STRUCTURE
SYSTEMS
VISION
1. What is it?
6. How
good?
LEADERSHIP
Philosophy
Functions
Form
ENV HP
7. How
treat?
WORK
CULTURE
VALUES
Quality
Customer “Value”
Financial Performance
4. Why do we need to be high performance?
Higher Moral Purpose
Self Pride
Survival
Compe-tition
Other
Stake-
holders
2. How would we know?
Food Chain
Beneficiary Chain HP P US P P
Partners
“PICK 3+”

20. NOG Change Mechanism How Do We Cause Change to Occur in Organizations?
Top of Organization
Build a
Change Mechanism
at every level of the organization
NOG
(Naturally Occurring Group)
Individuals