Leadership Accountability & Performance
Improving Organizational Performance at a Leading Distributor
Client Case Study
Situation
The Laminex Group (Laminex) is the leading marketer, distributor, and manufacturer of premium decorative surfaces in Australia and New Zealand and has a portfolio of market-leading brands. The organization has a long history in the manufacturing sector, approximately 1,900 employees, and about $1 billion in revenue.
Laminex was aiming for a stronger human performance focus to the business and an increase in leadership accountability for results.
Complications
- Economic Pressures: Increased economic pressure combined with greater competition was squeezing revenues and margins.
Approach
- Diagnose: Understand the existing performance environment using our proven High Performance Environmental Structure Diagnostic Tool. The diagnostic enables leaders to quickly build a detailed picture of the current performance environment and accurately pinpoint key levers to improve performance.Typical outcomes include identifying:
- Strengths and weaknesses of the current culture / performance environment
- Likely accelerators and inhibitors to performance
- Current and future ‘pressure’ dynamics that will most influence performance
- Benchmark comparisons
- Strategize the Two Key Moves: Review the diagnostic results with the Leader and the Executive Team and agree on the two key actions that, if taken, will result in the most dramatic improvement in performance across the organization.
- Execute: Implement the two actions in a way that makes sense.
- Address individual performance measures in their own teams
- Increase accountability for outcomes among their direct reports
Results
In the words of CEO David Worley:
“This high performance environment model contribute[s] to my ability as a CEO to contribute to performance. Tension around performance is a good way of stimulating and containing performance. There is good clarity between what is expected of the individual or the team. I don’t think without this project, I would see as many individuals hitting objectives.
The high performance environment model helps the leaders implement change in a clear way. The common language in the approach is extremely helpful and we have adopted the language in our business. Without the high performance environment process, I would not have gotten as much out of my management team as I have over the past 12 months. The process has been very helpful and is a complement to how I am aligning my leadership team and not a distraction.
The high performance environment principles, levers that can be pulled, and concepts are easily applicable to any corporate context.”
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