Management Tools That Don’t Allow You to Permanently Perform Better
Many management models or improvement methods that were traditionally regarded as important appear not to be decisive in the study as regards permanently performing better. It is not that they are unimportant, but only focusing on these elements does not ensure that the organization becomes "high performing."
Organizational Structure
The HPO showed that there is no direct connection between organizational structure and better results. In principle, it does not matter what type of organizational structure the organization has when it comes to performing well. Functional design, a process-oriented institution or a matrix organization - none of these organizational designs guarantees the transition to a high-performance organization. Reorganization, something for which many organizations appear to opt time and again when difficulties arise, will thus not necessarily help sustainably improve performance.
Employee Autonomy
Even a large degree of employee independence does not "automatically" lead to better results. Too much freedom for employees can even lead to large financial losses - just think of the example of Ahold and Food Services. Management must indicate the playing field in which the employees can operate autonomously and thus also the limits they may not exceed.
The Strategy Chosen by an Organization, Provided That...
It appears that the type of strategy of an organization is not decisive for excellent performance. It is relatively unimportant for the rendering of top performance whether an organization opts for cost/price leadership, product differentiation, customer intimacy or a combination of these strategies. The factor that differentiates the HPO from the non-HPO is oneness in the chosen strategy within the sector in which the organization is operating.
Communication
"We have to communicate more ... then they will understand."
Employees are not concerned about understanding but about whether or not they are heard. It's about dialog. In a dialog there is no longer one-way communication but two-way communication. Listening and hearing both sides, exchanging ideas and working towards understanding. Less soapbox and more round table, in other words.
High Compensation and Bonuses
Statistics did not survive one aspect that has to do with compensation. The compensation structure in itself is thus not a distinguishing factor for becoming high performing. In other words, high bonuses do not help create a successful organization.
Technology
In conclusion, technology appears to play a relatively unimportant role in performing better than the competitor. Many organizations spend a lot of time and energy implementing new ICT systems, but this does not "automatically" lead to becoming an HPO.
Read here the factors on which organizations must focus in order to make them high performing.