Building an environment for breakthrough performance fosters powerful interactions among leaders and teams. It creates a precious advantage and new possibilities to compete and win through speed, reliability, quality, employee engagement, and innovation.
The Performance Diagnostic is Gap International’s comprehensive approach for cultivating an environment that develops strong leaders and elicits high performance from teams. It is a simple yet sophisticated way to measure and change intangible team and organizational dynamics that directly impact execution and results. It provides scientifically validated data and insights that empower leaders to change the inputs that produce performance. The approach includes a digital diagnostic and workbook, feedback methods, and action planning sessions.
Situation: The Chairman of a group of eight disparate Namibian companies had an ambitious goal to generate a seven-fold increase in profit over four years and earn Deloitte's Best Company to Work For designation.
Shifting Dynamics: The Chairman expanded the company leaders to own the entire organization, rather than focusing mainly on their own areas of business. Together, they worked to embed a new purpose to align and inspire everyone within the organization—"Creating a future, enhancing life."
Result: The organization achieved 400+% growth in profit over four years and was awarded #1 Best Company to Work For in Namibia (large category) and #1 Best Company to Work For in Southern Africa Region.
Situation: The Vice President of Operations wanted his leadership team to drive cost reductions of $200 million over three years.
Shifting Dynamics: The diagnostic revealed a hub-and-spoke dynamic where visions and strategic direction were addressed one-on-one, never as a group. The Vice President repurposed meetings as opportunities to think collectively and discuss business issues as a team.
Result: That year, operations reduced costs by $63M marking the company’s best year ever in cost reduction.
Situation: After forming a new, three-way joint venture, the Managing Director focused on shifting organizational dynamics. The company generally worked in silos, with much of the decision making and ownership done by top management, resulting in moderate employee ownership throughout the organization.
Shifting Dynamics: The Managing Director was able to identify suboptimal performance factors and embed a culture of cross-functional ownership.
Result: The company grew from 550 to 900 employees and was named the #1 company to work for on Deloitte’s Best Company to Work For in South Africa list.
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