High performance systems are a source of major competitive
advantage and a sure path to increased market share. The advantage
consistently goes to the nation, the army, the team that discovers
an organization design that gives it an edge in competition. Like
much invention, the discovery of a high performance organization
design is most likely to come about through trial and error under
competitive pressure. At the threshold of the twenty-first century,
critical analysis of the history of high performance offers a rich
fund of historical information and insight into the course of high
performance systems evolution. This book offers a beginning into a
better understanding of how high performance systems develop and
are superseded by ever newer and more advanced systems.
From history, social science research and the lessons of
present-day global operations strategy, those elements that seem
fundamental to past and future high performance management are
identified in this timely critique. It concludes with suggested
directions for exploration in the reinvention of tomorroW's high
performance systems.
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