High Performing Organisations Global Research Dr David White

High Performing Organisations Global Research Dr David White Ph. D High Performing Organisations

Key Message Global research shows high-performing organisations integrate multiple cultures and leadership styles to achieve outcomes including trust, teamwork, productivity and innovation

Characteristics of High Performing Organisations* • Performance – achieves sustained performance both financial and non financial over a long period of time better than peers • Responsiveness/Resilience– has great ability to rapidly adapt to changes and cope with uncertainty, complexity and constraints • Orientation – balances a long term orientation with the need to achieve short term results • Systems – has systems which integrate directing, managing and operating and align strategy, structure, culture, process and people • Core Competencies -is able to continuously improve and reinvent its core competencies • Workforce – spends considerable effort to improve the working conditions and development opportunities of its workforce *Based on analysis including by De Waal (2010) reviewing over 300 major studies conducted over last 30 years into high performing organisations

Characteristics of High Performing Countries* • Performance – achieves sustained superior economic prosperity & community well-being through world competitive products/services supported by effective /efficient public services (GDP or exports per capita & country well-being ranking) • Responsiveness/Resilience– has great ability to rapidly adapt and anticipate challenges in competitiveness /well-being and align country cultures, capabilities, resources & sectors within a shared vision of a professionally governed country • Orientation – balances a long term orientation with the courage and persistence to solve complex societal issues whilst balancing the need for an attractive business environment with sustainable deficits and public debt • Systems – has collaborative networked governance which integrate national, state and regional government priorities, focus, capabilities & services • Core Competencies – supports national capability building of world class directors, managers and specialists through development programs, qualifications & certifications • Workforce – focusses considerable effort to influence trust, teamwork, productivity & innovation for high performing workplaces *Based on research into high performing organisations, studies into country international competitiveness & community well-being

What influences Organisational Performance*? Tangible Strategy, Process etc Factors (up to 4%) Competitiveness Competencies (up to 10%) Internal Factors Intangible Factors Hard to measure discuss & train *Simplified analysis of research by White 2010 -17 Culture Leadership (up to 35%) Economy Industry Market Conditions Opportunity Realisation (up to 51%) External Factors

Cultures & Leadership of High Performing Organisations* Strategic Future Orientation Aligning organisation to anticipate challenges Community well-being focus Visionary Leadership Productivity Strong Corporate Culture Innovation Orientation Unique hard to duplicate world competitive programs & services to solve complex societal issues Entrepreneurial Leadership *Simplified public sector adapted version Innovation © Copyright David White 2019 Purpose & Pride Customer Orientation Responsible ethical stewardship for public value creation Current/future needs Customer pull not service push Well-being value proposition Leadership for Purpose, Pride & Professionalism Relationship Building Leadership People Orientation Development, talent & succession planning for core competencies, motivated & productive teams/workforce Capability Building Leadership Trust & Teamwork