A High Performance through Engagement Strategy starts from the premise that in order to achieve sustainable high performance in any organisation we must satisfy three necessary conditions:
These are often referred to as the three C’s. Each of these three C’s are interdependent on each other.
In order to achieve Commercial Responsibility it is necessary to both satisfy the market through continuous improvement to Consumer value and provide security and satisfaction for the people doing the work (Culture). Without satisfying Consumers and looking after the people who do the work you are unlikely to make money or, if you are a not for profit, maintain your funding.
If your primary focus is on satisfying Customers through continuous improvement you will need to maintain Commercial responsibility to fund that improvement. You will also need to look after the people doing the work. If the people who do the work do not have a safe, secure and satisfying environment the level of service your customers get will be poor.
If the primary focus is on providing security and satisfaction to the people doing the work then the organisation needs to be Commercially responsible to continue providing that security. Employee satisfaction comes from doing work that is valued. Customer satisfaction is therefore also a key driver of employee satisfaction.
It is easy to see that each of the three C’s, Commercial, Customer and Culture are dependent of each other.
When each of these dependent conditions are in synergy with each other they from a foundation. That synergy and foundation is a necessary condition for sustainable high performance.
(Slide from an "An Introduction to the HPtE Strategy™ Framework")
“Air New Zealand's board demanded the company achieved three very interdependent goals; commercial returns, enhanced customer experience and a strong people culture within the business.”
Achieving a synergy between the three C’s is not an easy task. It is hard, it takes time, it takes commitment and it requires a robust strategy.