Transforming to HPO by Asim Qari - October 16, 2019
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This document discusses how to transform companies into high-performing organizations (HPOs). It identifies five key success factors for becoming an HPO: authentic leadership, meaning, developing people, teaming up, and total reward. For each factor, some examples are provided of actions companies can take, such as assessing leadership behaviors, creating an inspiring vision statement, implementing learning and development programs, encouraging cross-functional collaboration, and offering personalized rewards. The overall goal of transforming into an HPO is to enable organizations to better compete through increased speed, cost-effectiveness, quality, innovation, flexibility and customer responsiveness in today's fast-changing global economy.
Transforming to HPO by Asim Qari - October 16, 2019
- 1. Transforming Companies into a High-Performing Organization (HPO) By: Asim Qari
- 3. every move is counted! Lay-offs Communication Transparency
- 5. mechanics Corporate Governance Organizational structure Systems & processes Policies & procedures Strategies
- 6. humanics Perceptions Thinking Feelings Relations Trust
- 8. Employee Satisfaction Employee Engagement Employee Experience Focused Holistic Organizational Health Mechanics + Humanics Humanics
- 9. HPO impact on business performance Source: HPO Center research
- 10. HPO model Change process 3-5 years 5 success factors
- 11. AUTHENTIC LEADERSHIP #1 Who drives the change Do we have the right leadership
- 12. Leadership comes at a cost; you need to put yourself at risk to look after others; and never sacrifice your people for the money or protect your interest Simon Sinek What makes someone a Leader?
- 13. Desired Leadership How can we measure Trustworthy?
- 14. The top 10 companies in the Global Empathy Index increased in value more than twice and generated 50% more earnings The Most Empathetic Companies, 2016 DECEMBER 01, 2016 Empathy Index, 2016
- 15. Some of the things we did: Leadership philosophy Leadership behaviors Leadership assessment Empathy index
- 16. MEANING #2 What drives satisfaction? What inspires us going to work? What value Im adding? Is it recognized by others?
- 17. What does it mean for: SHAREHOLDERS MANAGEMENT EMPLOYEES
- 18. BHAG big hairy audacious goal Big picture Strategy Communicate Momentum
- 19. Some of the things we did: Inspiring and short vision statement One pager purpose & strategy pillars Townhall meetings
- 20. DEVELOP PEOPLE #3 same way => same results
- 22. Some of the things we did: Learn over lunch Internal trainers e-learning platform Mentorship & coaching Quarterly seminar
- 23. TEAM-UP #4 Silo mentality Team dysfunction Environment Digital network To go fast, go alone. To go far, go together. African proverb
- 24. Break walls Essence of collaboration Bring people together
- 25. Some of the things we did: Cross-functional Teams Offer Initiatives to different Teams Workshops to debate and exchange views Rotational Assignments Team building activity Open space workplace
- 26. TOTAL REWARD #5 What CEOs think of Rewards? Whats beyond?
- 27. Rewards: Closing the gap 2019 Global Human Capital Trends APRIL 11, 2019
- 29. Some of the things we did: Personalized reward (bucket list) Career progression Creative Recognitions Champ of the Month / Quarter / Year Parking Spot / Long Weekend Wall of Fame / Club Membership Lunch with CEO / Executive Committee
- 30. HPO Framework
- 31. In a fast-moving economic climate, increasingly volatile global economy, increased global competition, and the effect of customer choice and increasing demands, organizations are in need to reinvent themselves and compete on the basis of speed, cost, quality, innovation, flexibility and customer responsiveness. In this context, change-as-an-event is being replaced by change-as-the-norm. Linda Holbeche
- 32. Q&A asim-qari