Development of High Performance Culture and Its Effects to The Firm Success

As the leaders of professional services organizations examine and re-think their business models in light of an uncertain economy and a continually shifting marketplace, all components of their paradigm should be scrutinized for appropriateness, fit, and improvement potential. A key contributor to organization performance is its culture. Creating a high performance organisation is about more than creating the right processes and procedures and more than managing the numbers. To achieve consistent high performance requires the support of every person in the organisation from the boardroom to the shopfloor - a shared belief in the vision of the organisation and the capabililty of the team to acheive it. A high performance culture is the result of high performance actions. An organization should strive to implement actions which deliver the desired performance and assess the results of these actions on the culture. If these actions are successful, performance targets are achieved and a high-performance culture ensues. The pursuit of performance gains starts with defining an effective vision and mission, strategic planning and setting goals. Often organizations plan effectively and fail to act on their plan to achieve their goals, leading to poor performance. A High Performance Culture is something many organizations strive to achieve. Many have achieved it in their own unique and distinctive ways. However, certain fundamental common factors need to exist without which a “High Performance Culture” will not be created. Every business entity has a culture that serves as an operating system or framework for the organization. What an organization assumes, believes, values, accepts, promotes, produces and the way in which behavior occurs culture of the corporation. Organizational culture has a powerful effect on the performance and long-term effectiveness of organizations. Creating a performance culture requires a systemic approach to managing the performance of organizations, teams and individuals. In such a culture, people remain aligned through change and are actively supported in achieving continuous improved performance and superior business results. Organisations need to design a flexible and fluid organisational structure in order to meet the demands of the dynamic environment. Thus, a strong internal-oriented corporate value dimension of integration would be an added advantage. Creating a corporate culture of trust and harmonious relationship would strongly enhance the level of integration and unity within the organisation and among the organisational members in facing the external environment. High-performance organizations do not take their culture for granted. They plan it, monitor it and manage it so that it remains aligned with they want to achieve. Through the process of clearly defining your destination points, as well as creating your breakthrough model and operations plans, you will have explored both the what and the how . Completing and effectively communicating your strategic framework helps drive important components of the culture. When the destination is clear, people develop a sense of direction and focus, and this in turn contributes to a thriving culture and a successful journey. The culture of business can facilitate the speedy achievement of its business plan and can be the major cause of your success. The careful design and shaping of your corporate culture should be the driving force enabling results to happen. The purpose of an organisational culture is to shape the people and processes to deliver business results and customer satisfaction, retention and new business acquisition. The future direction and focus of shaping a business culture is to develop a competitive edge over so that your organisation becomes the obvious, and preferably the sole supplier, to the market.