What Makes a High Performance Organization

1. Introduction:
-Starting the journey toward HPO
-Toyota: an HPO in crisis
-Umpqua Bank (USA): a passion for excellence

2. Foundations of the HPO:
-Research that spans the world
-The bonus as hygiene factor: the role of reward systems in the HPO
-International bank (the Netherlands): management makes the difference
-Retail International Group (Europe/Asia/South America): learning from the 'best countries'
-Ministry of Local Governance and Social Affairs (Rwanda): working on HPO in government

3. HPO factor 1 - Management Quality:
-Without good management there is no HPO
-Longfellow Benefits (USA): even a full-blown HPO can improve
-De Beers Marine (South Africa): dealing with the past through the HPO Framework

4. HPO factor 2 - Openness & Action Orientation:
-less communication, more dialogue
-Vietnamese banking industry (Vietnam): identifying the HPO characteristics of an industry
-Iringa University College (Tanzania): improving through applying the HPO Framework
-Palestine Polytechnics University (Palestine Territories): working on HPO in difficult circumstances

5. HPO factor 3 - Long-Term Orientation:
-Stakeholder thinking trumps shareholder management
-The myth of economic growth
-Creating HPO interactions with customers
-The relationship between Corporate Social Responsibility and the HPO Framework
-Two mining multinationals (Peru): using the HPO Framework for corporate social responsibility purposes
-Archway Marketing (USA): flipping the organisational pyramid to become HPO

6. HPO factor 4 - Continuous Improvement & Renewal: keep improving - and be truly innovative
-Amanco Plastigama (Ecuador): emphasising corporate social responsibility as part of HPO
-Two diamond companies (Europe): strengthening the value chain through HPO
-Temping Agency (Europe): looking internally for best ideas

7. HPO factor 5 - Employee Quality: without good employees the HPO can never be achieved
-Atrion Networking Corporation (USA): being HPO in inconspicuous surroundings
-South American College of Higher Education (South America): balancing growth with stability
-Nabil Bank (Nepal): achieving the sector's top position

8. The HPO transition process: make it happen
-Reasons for starting an HPO Diagnosis
-ATLAS Consortium (UK): creating a successful partnership
-The HPO Framework: guideline for mergers
-Grohe (the Netherlands): achieving success during times of crises

9. Benefits of the HPO Framework: it pays to use it

About the author and the HPO Center
Acknowledgments
References
Notes
Index