| Performance improvement initiatives come to grief for two main reasons. Firstly, conception: they try to do the wrong things. Secondly, execution: they fail to come to grips with the complexities of aligning behaviours around the new business model.
Three patterns have emerged: some initiatives are total failures; some start well and then lose momentum; a few launch processes of self-sustaining improvement. What accounts for these differences?
Disturbingly, some performance initiatives are doomed to fail from the start. This is because management has not understood the nature and magnitude of the challenges facing the organisation. Alternatively, the intentions are good but the execution woefully lacking.
During the programme, case studies of well-known companies grappling with transformation will be used to draw lessons on the dos and don’ts.
INSEAD believes that there has never been a better time to focus on these themes. There is no lack of ideas, no paucity of tools, techniques and good advice; the task is to make the right choices. Achieving Outstanding Performance (AOP) emphasises the importance of doing the right things extraordinarily well.
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