Working on high performance in Asia: the case of Nabil Bank
André de Waal and Miriam Frijns
Purpose
In the past few decades organizations all over the world have been searching for the elements that constitute continuous organizational success. Fuelled by bestsellers such as In Search Of Excellence and Good to Great, managers have implemented many different improvement concepts, often with mixed results. The aim of this study was to identifying the factors that determine the continuous success of a high performance organization (HPO) in Asia and to apply these at a case company.
Findings
The results of the study show that it is possible to identify factors that determine continuous
organizational success in Asia, and that managers can be offered a framework that adds focus to improvement. An important part of an HPO in Asia turns out to be the performance management system.
Keywords: high performance organizations, HPO, banking, Nepal, performance management system
Introduction
Increasing pressure caused by globalisation, share-holder demands, environmental and societal developments and changing demographics, have made the search for the elements that constitute continuous organizational success ever more urgent. As a result, and spurred on by the success of Jim Collins’ bestseller Good to Great (2001), this decade has seen a tremendous surge in publications describing the elements that constitute high performance. However, there seem to be two issues with these publications. First, many of them only deal with elements of high success without taking into account elements that create bad performance. Second...
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