【正文】 ng formula‖ creating a bination of strategy, skills, and shared values to carry out an anizational purpose. What links these elements together (the ―overlap‖) is the anization’s vision: 182。Strategy. An integrated set of actions that deliver a superior value to a set of customers with a cost structure allowing excellent continuing returns. 182。 Driven by leaders. The leaders of these panies had very high performance aspirations. For these leaders there was no such notion as ―good enough‖. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。 How should the client implement the change? The OP has derived a set of six attributes that characterize highperforming anizations(HPO). By assessing whether your client anization exhibits these six attributes, you can diagnose whether an anizational performance gap exists as well. Additionally, the 7Ss will help you identify strengths and deficiencies in the anization. The 7Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the anization and the pivotal jobholder level) with the current skill set, you can often clarify the anizational gap that exists. You plete the diagnostic by filling out the change board. That exercise helps teams understand the anizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the anization. Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change programtop down, bottom up, crossfunctional. The proper balance among these dimensions depends on the gap, the client setting, and the petitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn. ? CORE FRAMEWORKS ① Highperforming anization attributes Vision Performance CEO led People Skills Simple ② 7S framework Winning formula Pivotal jobs Design levers Organizational structure What change is needed? How should the client make change happen? What gaps in anizational performance exist? What anizational challenges exist? What initiatives prise the change program? How do we create energy for the change program? Strategy Skills Shared values VISION Staff Management systems Leadership style ③ Change board Agenda/platform ?Direction setting ?Structuring ?Bottomup energizing ④ Transformation triangle Performance management Vision and leadership munication Organizational infrastructure People development Problem solving process ⑤ Energizing elements ? The OP undertook a study of 10 highperforming panies, true industry leaders, that we knew very well. The panies had sustained pacesetting performance in their respective industries over 2 decades. These 10 HPOs shared six management attributes, each of which focuses on performance. By paring your client anization to these HPOs, you may identify opportunities to improve your client anization. ? ① “ HIGHPERFORMANCE COMPANY” ATTRIBUTES Driven by leaders Aligned by simple structures and core processes Based on worldclass skills Rejuvenated by welldeveloped people systems Built by relentless pursuit of beforethefact strategies/vision Energized by an extraordinarily intense, performancedriven environment What change is needed? How should the client make change happen? Organizational challenges Initiatives Energizing elements Gaps in performance ? The first three of the six mon management attributes: 182。 many were reaching, in addition, for the righthand side of the matrix(engaged and empowered). ? PERFORMANCE AND EMPOWERMENT AT HPOs HPOs Performancefocused, topdowndriven anizations Performancedriven, empowered, and accountable anizations Hierarchical, mand and controloriented, ―entitled‖ anizations Activitydriven, ―engaged and empowered‖ anizations Command and control Engage and empower High Low Average Performance Management approach ? Most large panies start out in the lower lefthand corner of the matrix (low performance and mandandcontrol management approach). We discovered that HPOs that have successfully transitioned to the upper righthand corner have first achieved high performance and then experimented with and adopted empowerment. Empowerment without first establishing a true performance ethic in the pany tends to result in continued low performance. If your client falls in the lower lefthand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is unlikely to yield performance improvement. ? TRANSFORMATION PATH Path followed by highperformance panies Path experienced by panies that fail to instill performance ethic first ?Emerson ?Pepsico ?Sonoco ?Sun Trust ?VF ?3M ?GE ?Hallmark ?JohnsonJohnson ?Many high performers‖ on the journey‖ ?Most panies ?BP ?FPL ?Wallace Command and control Engage and empower High Low Average Performance Management approach ? As discussed above, the first phase of the anization diagnostic identifies performance gaps. The second phase focuses on identifying anizational issues and impediments to change. The framework most monly used to identify anizational issues includes seven buckets that start with ―S‖. 182。Management systems. The processes and procedures through which things get done daytoday.