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High performers down under: lessons from Australia's winning companies

Graeme Cocks (Based at Melbourne Business School, University of Melbourne, Victoria, Australia)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 3 July 2009

2875

Abstract

Purpose

Several studies on high performing organizations in the US have strongly influenced management thinking about excellence in Australia. This paper challenges these studies and summarizes the results of a major four year empirical research project to define the unique attributes and key practices of 11 of Australia's long‐term high performing organizations.

Design/methodology/approach

Over 1,000 senior executives were surveyed to nominate these winning organizations. Success was defined as taking a balanced scorecard perspective coupled with long‐term growth, innovation and productivity issues. Following detailed analysis, the final number of organizations was narrowed to eleven and their performance studied in depth over a 25‐year period from 1982 to 2007.

Findings

Nine best practice elements have been identified from the eleven organizations: effective execution, perfect alignment, adapting rapidly, clear and fuzzy strategy, leadership not leaders, looking out and looking in, right people, managing the downside and balancing everything. This paper discusses these elements in detail and presents them as a “winning wheel” framework for achieving sustainable organizational excellence. It highlights the importance of effective execution and leadership as key characteristics of winning organizations.

Originality/value

The principles identified from this research provide leaders and leadership teams with practical ideas and a model for improving their organizational practices and consequently their organization's performance. The framework can be applied to organizations of all types including listed, private, not‐for‐profit and public sector.

Keywords

Citation

Cocks, G. (2009), "High performers down under: lessons from Australia's winning companies", Journal of Business Strategy, Vol. 30 No. 4, pp. 17-22. https://doi.org/10.1108/02756660910972613

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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