Strategy & Performance

The Business Challenge

The High Performing Organisation – every organisation desires it.  Many are pursuing it as a goal.  Fewer still are achieving it.

What defines High Performance for an organisation?  In our view, a High Performing Organisation is one which:

  1. Focuses the bulk of its energies on creating value for its customers and key stakeholders, rather than inwardly on dysfunctional activities which consume focus and precious resources
  2. Develops the potential inherent in its people, creates lifelong opportunities for those people to grow and develop to their potential
  3. Fosters a ‘learning culture’ – where all experiences (positive and otherwise) are analysed for improvement potential, and the learnings/gains/IP retained for future re-use.  Key to this ‘learning culture’ is an organisational norm that encourages sensible risk taking, avoids blame, and focuses on learning for the future
  4. Has continuous improvement built into its processes, and into the values of its people
  5. Builds organisational change management into its modus operandi, increasing change agility and reducing organisational friction
  6. Achieves durable competitive advantage – creating positive value for its shareholders above the external rate of return those shareholders could achieve elsewhere, year-on-year.

There is a building consensus among leading management thinkers that Human Capital is becoming the primary form of capital in the 21st century...

 

How Catalyste Can Help

There is a building consensus among leading management thinkers that Human Capital is becoming the primary form of capital – succeeding traditional forms of capital (financial, physical etc.) as the form of capital most capable of delivering step-change gains in productivity and value generation in the 21st century.

This trend is being driven and accelerated by the near ubiquitous and often free or low-cost of access to resources that allow entrepreneurs to build, deploy and promote new offerings on the web in a matter of weeks or months – and with the ability to disrupt the business models of established players just as fast.  We need only look to the emergence of social media and online sales channels for their impact on businesses such as traditional media and retail.

If we accept this notion, then the challenges for leaders in driving a High Performing Organisation become:

  • Aligning the organisation’s business model with the priorities and strategic intent of Boards, shareholders and their executive teams
  • Structuring the organisation for success – creating organisational structures, career paths and reward models which are aligned with the organisation’s Operating Model, adaptive to change, and support its strategy and values
  • Delivering significant gains in workforce productivity, performance and engagement, each and every year
  • Attracting, retaining, engaging and developing the best talent - ensuring the organisation has access to the human resources it needs with speed and effectiveness.  This necessitates a broader view of what constitutes the notion of ‘Our Team’ and how innovation is achieved – to embrace the much greater and vibrant network beyond the borders of any one organisation
  • Developing Human Capital models that satisfy the needs of organisations and respond with agility and tailored solutions to the diverse needs of stakeholders.

Catalyste can help in each of these areas, helping leaders deliver true business alignment, high performance and durable competitive advantage.

 

Our Strategy & Performance Practice

Our Strategy & Performance practice helps clients achieve step-change improvements in business alignment, productivity, performance, engagement and capability.

We have a major focus on interventions which improve Workforce Productivity, Performance and Engagement – both in the analysis and identification of these interventions, and in driving execution, utilising integrated organisational change frameworks to ensure successful adoption.

Catalyste approaches transformation with a strong focus on Target Operating Model – ensuring clear connections between the strategy / desired end-state, and the critical people, process and technology enablers that need to be in place.

We find that once stakeholders have confidence in an underlying Operating Model (and the leaders who are driving it), they are more likely to view the ensuing outputs (organisational structures, process models, remuneration models, technology systems etc.) as being well connected to an over-arching vision, and less likely to see these changes as ‘pet projects’ or fads.

Our work focuses on helping organisations design more effective organisational structures, reward and recognition models, and cultural change interventions – linked to strategy.