The following is an excerpt of Wellesley Hills Group's new white paper Five Drivers of Revenue Growth.
Even well-conceived organizational initiatives fail because the people inside the firm don't execute.
Let's assume for a minute you have people at the organization who are driven to succeed, and they are willing to put in the time and effort necessary to be the best.
Think of them like a group of marathoners about to start a race. The Performance Environment of the organization is the course they're running on.
With a marathon course, you want a flat surface (maybe even a little downhill pitch), nice weather, lots of water and Gatorade along the way, and you want your marathoners wearing the right performance clothing to help them during the long run. That's what it would be like at your firm if your Performance Environment Strength was in top shape.
At too many firms, however, the course has brambles hiding around every turn, it's rainy, cold, dark, and pot-holed, and it's mostly uphill. And your runners are wearing wool pants, flannel shirts, and flip flops. This isn't what you want if you need consistent, strong, fast execution in your most important initiatives.
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