leadership Archives | OTRA Consulting

24. April 201724. April 2017

Do you know how to get a high-performer like Haier?

This is the third and last article of my series dedicated to Haier, the Asian high-performer. In my second article, I showed the steps that Haier followed in the last 30 years to reach the top. I will conclude with what we can learn from their story – how to get a high-performer ourselves.

What were the strategic, organisation, culture decisions that brought them to this state?

Here under I will collect the background, principles and the ideas that have made them different.

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9. April 201725. April 2017

Do you know how Haier got a high-performer?

In my last article, I introduced the successes of Haier. I will now focus on how they reached the top and the challenges they faced.

What was the vision for each stage?

I will write about the most relevant topics from the point of view of strategy and organisation development, in the different phases Haier went through in the last 30 years.

Continue reading “Do you know how Haier got a high-performer?”

6. April 201724. April 2017

Do you know the Asian high-performer Haier?

It seems like the lead in high-performing organisations and reinventing organisation concepts is coming from US. In this set of articles, I will help you to discover the top-long-distance-runner coming from China – Haier.

Who is this high-performer?

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14. February 201719. February 2017

We need more transformation triggers to speak up

As far as transformation triggers are kept silent in the organisation, we will be facing an old-model hierarchical structure. If we want to become more agile, to go digital, organisations need all the elephant-visualisers and low-voltage-light reactors to speak up.

But who are they?

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16. December 201617. January 2017

The Mother of Principles in Next Level Organisations

The concept to achieve a quantum leap in performance was invented in the 1950s. I call it the mother of principles for next level organisations

In fact, the concept to achieve a quantum leap in performance is nothing new. It was invented in the 1950s and showed its business results in all key success dimensions, including customer, employee, shareholder and operational value-added dimensions. That is why I call it the mother of principles for organisation development. However, without understanding the underlying dynamics and without adequate time and resources to develop it failed. Finally, it fell out of general favour and ended up in promotional context.

What mother of principles do I talk about here?

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