Page 32 - Getting to the Heart of High Performance
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not essential.” Since organizational strength is con-
ventionally viewed from the financial angle, we
wanted to know if CEOs think deep strengths favor-
ably affect the bottom line.
As the chart on page 17 shows, CEOs take a clear and
emphatic position: deep strengths are critically important
to the success of an organization. Both for-profit and not-
for-profit executives perceive virtually the same degree of
“high influence” on operating effectiveness. While entre-
preneurs report a little less influence, they basically share
the convictions of the two CEO groups.
16 DEEP STRENGTHS
