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Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
Removing Bottlenecks to  High Performance
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Removing Bottlenecks to High Performance

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Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science

Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science

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  • 1. Removing Bottlenecks to High Performance Professor Vlatka Hlupic Westminster Business School Bruce Lewin Four Groups
  • 2. Research tells us that differences in organisations can mean a 20 - 200% increase in performance
  • 3. Yet explaining the difference between high and low performance is often more art than science
  • 4. And there is no shortage of tools to help us
  • 5. As firms get larger, productivity falls
  • 6. And the pace of change is increasing…
  • 7. With this in mind
  • 8. Our research focuses on 3 areas
  • 9. 1. The difference between high and low performance
  • 10. The 6 Box Model in Detail People and Experiential Economic and Material Emergent Leadership CULTURE Democracy Motivation Trust and Transparency Values and Vision Unique Factors BUSINESS MODEL External Environment Goals and Targets Risk Appetite Strategic Direction RELATIONSHIPS Co-operation Good communication Team building Type and quality of interaction SYSTEMS Emergence Organisational Learning Processes Structure INDIVIDUALS Attitude and Mindset Cognitive Interpersonal Self Development RESOURCES Cash Contracts Information Intellectual Property Rights Physical Assets and IT Infrastructure
  • 11. 2. The impact of complexity
  • 12. 3. The timeless nature of trust and relationships
  • 13. Our research seeks to triangulate these elements
  • 14. Creating reliable ways to improve performance
  • 15. Developing new tools and areas of practice
  • 16. And seeding new areas of research
  • 17. The research takes 10-15 minutes per person
  • 18. With optional relationship and team dynamics analysis via the Visual Team Builder (c. 90 minutes per person)
  • 19. Why participate? <ul><li>Unique insights into </li></ul><ul><ul><li>Key drivers and bottlenecks of high performance </li></ul></ul><ul><ul><li>Relationship and group dynamics </li></ul></ul><ul><li>Feedback and development as required </li></ul><ul><ul><li>Interpretation of findings </li></ul></ul><ul><ul><li>Workshops </li></ul></ul><ul><ul><li>Turning theory into practice </li></ul></ul><ul><li>Thought leadership </li></ul><ul><ul><li>Public relations </li></ul></ul><ul><ul><li>Professional recognition </li></ul></ul><ul><ul><li>Shaping cutting edge practice and research </li></ul></ul><ul><ul><li>Outsmarting the competition! </li></ul></ul>
  • 20. Project plan <ul><li>100 - 150 people </li></ul><ul><ul><li>Teams and colleagues, not disparate individuals </li></ul></ul><ul><li>Brief relevant leaders and managers </li></ul><ul><li>Gather contact details of participants </li></ul><ul><li>Data collection </li></ul><ul><ul><li>6 Box Model </li></ul></ul><ul><ul><li>4G (optional) </li></ul></ul><ul><ul><li>Performance (existing/newly gathered data ) </li></ul></ul><ul><li>Data analysis </li></ul><ul><li>Results and feedback </li></ul>
  • 21. For an informal conversion, please contact Professor Vlatka Hlupic, University of Westminster [email_address] Bruce Lewin Four Groups [email_address]
  • 22. <ul><li>Recent Publications </li></ul><ul><li>Amar D. Amar, Carsten Hentrich and Vlatka Hlupic: “To Be a Better Leader, Give up Authority”, Harvard Business Review, 87(12), pp.22-24, December  2009 issue,  ISSN 0017-8012. </li></ul><ul><ul><li>Received the Bright Idea Award in Management of New Jersey Policy Research Organization (NJPRO) Foundation. </li></ul></ul><ul><li>  </li></ul><ul><li>2. Amar D. Amar, Vlatka Hlupic, Carsten Hentrich, Bami Bastani: “Implementing Emergent Leadership Paradigms in Two Knowledge Intensive Organizations”, Organizational Dynamics, invited seminal paper forthcoming in 2011, ISSN 0090-2616. </li></ul><ul><li>  </li></ul><ul><li>3. Amar D. Amar, Carsten Hentrich and Vlatka Hlupic: “Kontrollverzicht stärkt Manager ”, Harvard Business Manager. 32. Jahrgang, pp. 94 -97, July 2010. ISSN 0945-6570. </li></ul>

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