【正文】 ation 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 organization 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 organizational performance exist? What organizational 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 organization to these HPOs, you may identify opportunities to improve your client organization. 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。 Built by relentless beforethefact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. 182。 on call all the time ?Real followthrough on accountability – especially at the top ?Aggressive learning from things that do not work ?―good‖ places to work but not always ―nice‖ ?Performance shortfalls change careers ?Members feel rewarded by being part of winning institution The last three mon management attributes focus on structure, skills, and systems: 182。 Based on worldclass skills. HPOs are world class in at least one critical skill of their industry, ., product development in high technology, risk management in wholesale banking, directtostore delivery in consumer goods, bestcost manufacturing. Additionally, HPOs exhibit superior process management skills that in and of themselves bee a source of petitive advantage. 182。 many were reaching, in addition, for the righthand side of the matrix(engaged and empowered). PERFORMANCE AND EMPOWERMENT AT HPOs HPOs Performancefocused, topdowndriven organizations Performancedriven, empowered, and accountable organizations Hierarchical, mand and controloriented, ―entitled‖ organizations Activitydriven, ―engaged and empowered‖ organizations 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 ?Johnsonamp。L ?Wallace Command and control Engage and empower High Low Average Performance Management approach As discussed above, the first phase of the organization diagnostic identifies performance gaps. The second phase focuses on identifying organizational issues and impediments to change. The framework most monly used to identify organizational issues includes seven buckets that start with ―S‖. 182。Institutional skills. Endresult activities the pany must be really good at in order to deliver the value proposition. 182。 that is challenging, valuable, and exciting to them。Organizational structure. An orderly and predictable system to determine who reports to whom and how tasks are divided up and integrated. 182。Management systems. The processes and procedures through which things get done daytoday. 182。The vision is the overriding goal of the organization – the place where strategy, skills, and shared values intersect. It is the single, noble purpose that guides organizational priorities and gives meaning to the daytoday activity of the staff. 182。 Structure. Who reports to whom and how tasks are both divided up and integrated. 182。 Staff. The people in the organization considered in terms of their capabilities, experience, and potential.