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Leaders desire to build and people want to work in high-performance organizations, because high-performance organizations execute strategy to achieve measurable results. However, research shows that only 15% of organizations can be classified as high performance.  Yet, the good news is that all organizations have the potential for high performance. The question is, how can that potential be realized?

So, what is the relationship between strategy execution and high performance? The optimization and integration of each of the Five Key Drivers of High Performance™ is essential to achieving and sustaining high-performance organization that execute strategy. As leaders and workforces embark on the journey of creating a high-performance organization, a strategy to optimize and integrate each of the Five Key Drivers must be in place. This strategy must define the long-term direction, priorities, and goals of an organization. During the process of defining the strategy, leaders must evaluate their organizational move through the lens of the Five Key Drivers, which provides the framework for enabling organizations to execute against their business strategy.

Successful execution of a well-defined business strategy, one that is framed around the optimization and integration of the Five Key Drivers, leads to high performance.

Is your organization executing the kind of strategy that leads to high performance?

Integration infers a necessary connection and joining relationship between two or more elements. This definition presumes that these two or more elements, when integrated, function better and are more valuable than any single element alone.

While it is imperative that each of the Five Key Drivers of High Performance™ be optimized for maximum performance value, it is also important that a move to transform any organization be grounded in a strategy that both optimizes and integrates these drivers. Integration enables organizations to multiply the impact of their transformational efforts and create high-performance organizations that execute critical strategy.

Let’s look at an example. Image an organization that has defined a strategy to implement ERP software. Most organizations and their leaders would not dispute the value of creating training programs to build the knowledge and skills of the workforce that will use this software. However, what would happen if key leadership was not focused and aligned around this strategy, or if the organization was designing the software around broken work processes? Sound familiar? Hopefully not. Yet this scenario is frequently encountered by organizations, and it illustrates the need to optimize and integrate the Five Key Drivers across all strategic efforts.  In order to achieve the desired results for any strategy, each of the Five Key Drivers must be individually optimized and cross-functionally integrated.

Is your organization integrating the Five Key Drivers of High Performance across all your strategic efforts?