High Performance Organisations: Long-Term Orientation

High Performance Organization (HPO) success factor: Long-Term Orientation

Aspects of long-term orientation that supports sustainable High Performance Culture

This smart HPO factor is the long-term mindset of leadership in an organization: long-term continuity always comes before short-term profit at an HPO.

The long-term mindset focuses on all interested parties of an organization: customers, society, suppliers, employees, the government, social groupings – everyone benefits.

This HPO factor has 6 characteristics.

Managers of an HPO commit themselves to the organization for the long term by

  • placing the needs of the organization first,
  • balancing out their own interest with that of the organization and encouraging members of the organization to do the same,
  • practicing good stewardship of the organization,
  • urging long-term relationships and members of the organization to not only concentrate on short-term tasks but also on development opportunities for the long term
  • focus on the survival and thrival of the company.

An HPO promotes new management from within by

  • filling open positions with internal talent,
  • giving preference to internal promotion over hiring external people,
  • encouraging and challenging members of the organization to become leaders,
  • carefully hiring people for their ambition, energy, perseverance and ability to inspire,
  • creating job rotation and development programs
  • discovering high-potential people and letting them work at promising business opportunities so that they can show their worth.

An HPO creates a safe and stable work environment for members of the organization by

  • giving them a feeling of safety (both physical as well as mental),
  • guaranteeing them as much job security as possible
  • only firing people when there is no other way
  • striving for low employee turnover by making employees (emotionally) loyal to the organization as long as possible.

An HPO creates growth through cooperation with other organizations in the form of virtual integration with suppliers and customers by

  • consistently seeking opportunities for alliances and partnerships
  • streamlining the vision, strategy and processes and gearing these to the partners so that and (international) network can be established.

An HPO maintains good long-term relationships with all stakeholders by

  • developing a large network,
  • being generous to society by financially investing in the local economy,
  • developing win-win relationships with interested parties,
  • concentrating on corporate social responsibility or on social business management,
  • knowing and understanding the wishes and needs of the interested parties and gearing these wishes and needs to each other and including them when determining the strategy and objectives of the organization.

An HPO continuously strives to increase added value for its customers by

  • always remaining aware of customer wishes,
  • knowing their values and motives,
  • maintaining excellent relationships with them,
  • having direct contact with them
  • regularly asking for feedback,
  • involving them in the organization and its trials and tribulations,
  • being open to them,
  • continuously focusing on what added value is or can be for them
  • coordinating the strategy and objectives with the demands of the external environment so that organizational renewal is always aimed at consistently better fulfilling customer requirements and increasing their loyalty.

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