removing bottlenecks to high performance

Removing Bottlenecks to High Performance

Professor Vlatka Hlupic Westminster Business School

Bruce LewinFour Groups

Research tells us that differences in organisations can mean a 20 - 200% increase in performance

Yet explaining the difference between high and low performance is often more art than science

And there is no shortage of tools to help us

As firms get larger, productivity falls

And the pace of change is increasing…

With this in mind

Our research focuses on 3 areas

1. The difference between high and low performance

The 6 Box Model in DetailPeople and Experiential Economic and Material

Emergent Leadership

CULTUREDemocracy MotivationTrust and TransparencyValues and VisionUnique Factors

BUSINESS MODELExternal EnvironmentGoals and TargetsRisk AppetiteStrategic Direction

RELATIONSHIPSCo-operationGood communicationTeam building Type and quality of interaction

SYSTEMSEmergenceOrganisational LearningProcessesStructure

INDIVIDUALSAttitude and MindsetCognitiveInterpersonalSelf Development

RESOURCESCashContractsInformationIntellectual Property RightsPhysical Assets and IT Infrastructure

2. The impact of complexity

3. The timeless nature of trust and relationships

Our research seeks to

triangulate these

elements

Creating reliable ways to improve performance

Developing new tools and areas of practice

And seeding new areas of research

The research takes 10-15 minutes per person

With optional relationship and team dynamics analysis via the

Visual Team Builder (c. 90 minutes per

person)

Why participate? • Unique insights into

– Key drivers and bottlenecks of high performance – Relationship and group dynamics

• Feedback and development as required– Interpretation of findings– Workshops– Turning theory into practice

• Thought leadership– Public relations– Professional recognition– Shaping cutting edge practice and research– Outsmarting the competition!

Project plan• 100 - 150 people

– Teams and colleagues, not disparate individuals• Brief relevant leaders and managers• Gather contact details of participants• Data collection

– 6 Box Model– 4G (optional)– Performance (existing/newly gathered data )

• Data analysis• Results and feedback

For an informal conversion, please contact

Professor Vlatka Hlupic,

University of Westminsterhlupicv@wmin.ac.uk

Bruce Lewin

Four Groupsbruce.lewin@fourgroups.com

Recent Publications1. Amar D. Amar, Carsten Hentrich and Vlatka Hlupic: “To Be

a Better Leader, Give up Authority”, Harvard Business Review, 87(12), pp.22-24, December  2009 issue,  ISSN 0017-8012. • Received the Bright Idea Award in Management of New Jersey

Policy Research Organization (NJPRO) Foundation.  2. Amar D. Amar, Vlatka Hlupic, Carsten Hentrich, Bami

Bastani: “Implementing Emergent Leadership Paradigms in Two Knowledge Intensive Organizations”, Organizational Dynamics, invited seminal paper forthcoming in 2011, ISSN 0090-2616.

 3. Amar D. Amar, Carsten Hentrich and Vlatka Hlupic:

“Kontrollverzicht stärkt Manager”, Harvard Business Manager. 32. Jahrgang, pp. 94 -97, July 2010. ISSN 0945-6570.