Lectura De Admon

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The high-performance organization: making good decisions andmaking them happen Paul Rogers and Marcia Blenko

If you have ever worked in an organization that is truly high performance or encountered one as a competitor, you do not soon forget. High-performanceorganizations push the limits of growth, the way Intel has done with its record of continuous innovation. They adapt better to change, as Vodafone has in its pursuit of global leadership in mobile phoneservices. They become talent magnets, like Nike, where ``athletic authenticity'' is a clear priority. Dell, BMW, Procter & Gamble, Toyota, and Enterprise Rent-A-Car all know how to mobilize theirorganizations to pull away from competitors. For companies such as these, organization is more than a means of translating objectives into action ± it has become a source of competitive advantage. Nowonder that eight out of ten business leaders surveyed by Bain & Company see organization as one of their top three priorities. Organization can make or break a company. Yet, paradoxically, whilemost business people acknowledge the importance of building an effective organization, very few succeed. Bain research indicates that only 15 percent of companies have an organization that helps themoutperform (Figure 1).

What sets apart the high performers is the quality of their decision-making. They make the most important decisions well, and then they make them happen, quickly andconsistently. We found again and again that these achievers are decision-driven organizations, built for effective decision-making and execution. Making good decisions means being clear about which decisionsreally matter. It requires getting the right people focused on those decisions at the right time. That is true whether the decisions involve the largest issues that a company faces (what's our...