High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

✍ Scribed by Michael Beer

• Year: 2009
• Tongue: English
• Leaves: 416
• Edition: 1
• Category: Library

✦ Synopsis

"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow."Douglas R. Conant, president and chief executive officer, Campbell Soup CompanyPraise for High Commitment, High Performance"It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies. For Boards and CEOs, this is a great book."—Leif Johansson, president and chief executive officer, Volvo Group"Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy."—Ravi Venkatesan, chairman, Microsoft India"A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage. Beer's views and recommendations are based on extensive research."—Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done"With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it."—Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First"Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation."—Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card"Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run. I have utilized many of the principles successfully and recommend them to any corporate leader committed to building an outstanding organization."—Ed Ludwig, chairman and chief executive officer, Becton Dickinson

✦ Table of Contents

High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage......Page 7
CONTENTS......Page 9
PREFACE......Page 13
A Short History of Management Thought......Page 15
The Purpose of This Book......Page 17
Who Should Read This Book......Page 18
CHAPTER 1: INTRODUCTION......Page 23
High-Commitment Manufacturing Plants......Page 25
Innovations at the Business Unit Level......Page 26
Academics Discover HCHP Corporations......Page 27
Assumptions Underlying HCHP Organizations......Page 29
Summary......Page 35
Plan for the Book......Page 36
How to Read This Book......Page 38
PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION......Page 39
CHAPTER 2: PILLARS OF HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATIONS......Page 41
Are HCHP Organizations a Realistic Objective?......Page 43
Southwest Airlines: An Illustrative Case......Page 44
Three Pillars of HCHP Organizations......Page 47
Solving for All Three HCHP Pillars Simultaneously......Page 60
Leader Values and Philosophy......Page 62
Can Companies Not Born Right Be Transformed?......Page 64
Does National Culture Pose a Constraint?......Page 67
The Challenge......Page 69
Summary......Page 70
CHAPTER 3: PRINCIPLED CHOICE AND DISCIPLINE ARE ESSENTIAL......Page 73
The Case of NICO......Page 74
Firm Purpose and Values: The Multiple Stakeholder Model......Page 75
Strategy......Page 79
Risk......Page 81
Motivating, Organizing, and Managing People......Page 84
What HCHP Firms Are Not......Page 90
Evidence for HCHP Success......Page 94
Summary......Page 99
CHAPTER 4: BUILDING THE HIGH COMMITMENT, HIGH PERFORMANCE SYSTEM......Page 101
Diagnosing and Rebuilding the System......Page 104
Organizations Are Multilevel and Multi-Unit Systems......Page 109
Summary......Page 111
PART TWO: WHAT STANDS IN THE WAY......Page 113
CHAPTER 5: HIDDEN BARRIERS TO SUSTAINED HIGH COMMITMENT AND HIGH PERFORMANCE......Page 115
Corning’s Electronic Products Division (EPD)......Page 119
Silent Barriers to Commitment and Performance......Page 121
The Silent Killers: A Mutually Reinforcing Syndrome......Page 131
Root Causes of the Silent Killers......Page 133
The Transformation of Corning’s Electronic Product Division......Page 134
Summary......Page 138
PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS......Page 141
CHAPTER 6: LEAD A COLLECTIVE LEARNING PROCESS......Page 143
Why Heroic Leadership Fails......Page 144
Henry Gullette......Page 147
What HCHP Leaders Must Do, Be, and Know......Page 148
Surviving and Thriving in the Leadership Role......Page 166
Summary......Page 175
CHAPTER 7: ENABLE TRUTH TO SPEAK TO POWER......Page 179
Merck Latin America......Page 182
How and Why Learning and Governance Systems Work......Page 186
Empirical Support for Voice and Participation......Page 192
Challenges That Learning and Governance Systems Must Overcome......Page 196
Governance and Learning Design Guidelines......Page 198
Conditions for Governance and Learning Systems......Page 202
Why Institutionalize Learning and Governance?......Page 203
Summary......Page 206
PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS......Page 209
CHAPTER 8: MANAGE ORGANIZATIONAL PERFORMANCE STRATEGICALLY......Page 211
Why Companies Fail to Manage Performance Strategically......Page 212
Symptoms of Failure......Page 214
GE’s Commercial Equipment Finance Business......Page 217
Strategic Performance Management Principles......Page 219
The Challenge: Overcome the Silent Killers......Page 237
Integrating Learning and Governance with Strategic Management......Page 240
Summary......Page 242
CHAPTER 9: ORGANIZE FOR PERFORMANCE AND COMMITMENT......Page 245
Success and Failure in Navigating Organizational Revolution......Page 247
The Organizing Challenge......Page 250
The Santa Rosa Systems Division......Page 251
Organization Design Logic......Page 253
Choosing How to Organize......Page 257
Self-Designing the Organization......Page 264
Structure Is Not Organization......Page 267
Organizing as Continuous Learning......Page 271
Summary......Page 274
CHAPTER 10: DEVELOP HUMAN AND SOCIAL CAPITAL......Page 277
Social Capital: The Underemphasized HR Dimension......Page 279
How Social and Human Capital Interact......Page 281
Becton Dickinson: A Company in Need of Transformation......Page 283
The HCHP Human Resource Management System......Page 285
Transforming Human Resource Management......Page 307
Summary......Page 312
PART FIVE: TRANSFORMING THE ORGANIZATION......Page 315
Theory E or O: The Conventional Choice......Page 317
Embrace Contradictions of E and O......Page 320
ASDA: A Remarkable Transformation to HCHP......Page 323
Integrating E and O Change Strategies......Page 325
Sustaining High Commitment and Performance......Page 345
Summary and Conclusion......Page 346
CHAPTER 12: EPILOGUE......Page 349
END NOTES......Page 355
ACKNOWLEDGMENTS......Page 391
INDEX......Page 395
THE AUTHOR......Page 413