Achieving Agility and High-Performance (both at the same time) has never been the result of a change process, a roadmap, a transformation program or whatever similar approach you can imagine in these days.
However,Agility and High-Performance has a lost has a lot to do with how you evolve your way of thinking about the distinctive human capabilities of people and how much you value individuality. Click To Tweet
For us, the best way to describe “the way you think and value” is through the cornerstone principles of Company Culture. A lot has been written about it, but, fundamentally, we have experienced firsthand that High Performance Organizations, leading in their markets through agility, are built on two essential principles:
Respect means to value all the talents of every person and strive to fully develop them. Though different people may have different skills and responsibilities, everyone is valued as a true partner and individually grows and contributes.
Customer-driven outcomes means everyone in the organization works towards clear priorities defined as OKR, instead of separately working for their own functional or departmental purposes, normally defined as projects or programs.
Sometimes, sports analogies facilitate understanding: Think of any high-performing team that has achieved great successes over time. They clearly pursue common outcomes, common victories to achieve, and persevere despite a lot of adversities to reach that outcomes. They only get there by respecting, developing and using the skills of every single person in the organization.
High Performance Organizations work exactly like this. When these two principles are in force, most of what happens in the company is owed to them. Here are just a few examples that we have found as commonalities among the top organizations:
Now is the time to bring these principles to life in all organization in the world.
Jonathan Escobar Marín