HPO leaders learn from the market, competition, and all associates. They align their organization with the principles of HPOs and adapt their organization elements as changes in the market and unexpected situations require.

Leaders aim to fulfill the most critical needs of their most important stakeholders. Their purpose takes shape as a distinctive business strategy, core operating values, and clear expectations that all add value to their stakeholders.

HPOs are produced by High Performing People. These associates must possess the critical competencies to deliver the value-driven purpose. They must be (like their leaders) also committed to HPO principles and systems and demonstrate continuous improvement to remain in alignment with market requirements.

HPOs recognize that all work tasks are part of a process and all processes must be designed to fulfill the core needs of their customers. HPOs continuously improve their processes through closer customer connections and by working with each stakeholder for innovation, safety, and product development.

All processes are part of larger systems or networks of organizational units, resources, and information. Systems must be designed very differently than their individual elements.

After decades of evolution, the world finally has scientific validation for the key factors that produce a High Performance Organization (HPO).