Page 229 - Performance Leadership

218 • Part IV Implementing the Performance Leadership Framework

F igur e 12.1
Example of a Performance Network

Regulators Shareholders

Production Channel
partners partners

Suppliers Organization Consumer

Employee
Society organization

organization to connecting complete organizations; from personal
behavior to organizational behavior; from vertical alignment using the
hierarchy within the organization to horizontal alignment managing
information, business processes, and business disciplines across the
value chain. See Figure 12.1.
The analytical dimension of the performance leadership framework
focuses on figuring out how to get where you want to be. Applied to a
performance network, this means finding the right stakeholders and
creating an understanding of the right type of relationship. All parties
need to have the same understanding of the business relationship. If
one party is looking to invest in a relationship and actively seeks part-
nership, while another party treats the relationship as transactional,
both parties will become frustrated, and no productive results will come
out of the relationship.
The operational dimension optimizes the current day-to-day
processes, which always start with a certain transparency between stake-
holders. Information is an asset, to be deployed and optimized like other
assets such as capital and materials. Information is shared as much as
possible to optimize relationships, transfer knowledge, and traffic other
assets as efficiently as possible between all stakeholders in the perform-
ance network. By sharing information, the stakeholders can identify
opportunities and inhibitors (bottlenecks) in the performance network,
and they can move from suboptimization to optimization. Together, the