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One US insurance company grows sales at a 15 percent
annual clip and achieves 15 percent or more pre-tax profits every
year. Another company, selling similar insurance policies during
the same time-frame, grows revenues 3 percent annually with pre-tax
margins of 7 percent. Both are roughly the same size. One has
been in business 17 years, the other 23 years.
Two companies in the same business, both long-term
participants. Why the dramatic difference in performance? Our
work suggests that it is because high-performance companies are
intrinsically different fro run-of-the-mill performers. The companies
we have observed include large and small businesses, high-tech
and low-tech, with commodity products and proprietary products.
Regardless of line of business or size, the companies that sustain
exceptional growth and profits possess a remarkably similar mindset.
These high-performance companies have an unmistakable profile
that separates them from also-rans–a profile that includes
distinctive characteristics of the corporate culture, the people
and the management systems.
The culture of high performance When you
spend time in a high-performing (HP) organization, you know that
you are somewhere special. It is in the air. It is not some arcane
technology or technique, but a combination of attributes that
makes the company an exciting place. We isolated seven attributes
that differentiate the culture of high-performing companies. Continued
on white paper.
©2002 TABIC. All rights reserved.
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