Syllabus global hpo

Option Pro High Performance Organizations I HPO I ESC3
OPTION PROFESSIONNELLE
« High Performance Organizations » (HPO)
Syllabus global
Responsables I Laurent SIE
laurent.sie@esc-pau.fr
Sébastien CHANTELOT
sebastien.chantelot@esc-pau.fr

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SOMMAIRE
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
Aims
Market Needs
Skills and Jobs
Template
Teaching consistency
Pedagogy
Evaluation
Modules
Bibliography
Head for HPO program

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1. Aims
High Performance Organizations (HPO) are identified with consistently high levels of profitability, productivity, quality, ROI,
customer loyalty (retention), and employee loyalty (retention).
The High Performance Organization (HPO) Framework is a conceptual, scientifically validated structure that managers can
use for deciding what to focus on in order to improve organizational performance and make it sustainable.
Rather it is a framework that has to be translated by managers to their specific organizational situation in their current time,
by designing a specific variant of the framework fit for their organization. They can input their own experience, expertise and
creativity while transforming their organizations into a High Performance Organization.
Collecting data in real companies, students examine the corporate philosophies, enlightened policies, core competencies,
and best practices which characterize HPOs. The general purpose of this track is to educate students for effective
management, responsible leadership, and global citizenship.
Language of teachings, group works, and discussions of the
HPO program are in English.
« The HPO methodology provided a perfect means of bench-marking where
organizations were, what organizations really needed to focus on, a target to
aim for and the means to measure organizations progress »

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2. Market needs
The HPO program is focusing on understanding how some companies outperform their business. This focus deals with all
kind of organizations such as :
• Non profit / For profit organizations
• SME / MNC
• B2B / B2C
• Product / Services
Managers need to understand what an organization can do to beat competition. Instead of only focusing on financial assets,
the HPO program aims to highlight the importance of leadership, human resources management, innovation, social
responsibility, employees involvement, and strategy design as constitutive of high performances.
A special focus will be done on tourism and agro-food industries as cases studies, but the theories and competences
acquired can be translated to all sector of activity.
The HPO program is structured around 7 essential modules that each represent a performance source for organizations:
Long-Term Orientation
Continuous Improvement and Renewal
Quality of Employees
Designing HPO
HPO Framework
Quality of Management
Openness and Action Orientation

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3. Skills and Jobs
At the end of the HPO program,
students will be able to:
• Actively participate in discussions about today’s high
performance organizations issues;
• Become familiar with some behavioral problems of managing in
increasing complex diverse and global high performance and
underperforming organizations;
• Understand the determinants of effective high performance
behavior in terms of productivity, satisfaction and growth;
• Develop our abilities to predict consequences of recommended
actions and solutions intended to influence behavior in the
appropriate direction;
• Assist in the development of a mastery of the literature of the
field through a critical examination of the writings of key
contributors to the management discipline;
• Promote the development of one’s own philosophy of
management through the study of the rich, diverse history of
the field; and
• Improve your ability to analyze written material, discuss
material in class, and express yourself through written and oral
communication in a professional manner.
At the end of the HPO program,
students can expect to work as:
• Manager
• Team Manager
• Project Manager
• Business Consultant
• Business Developer
• Etc.

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4. Template
HPO program is structured around seven 30h modules.
Modules Cours Language Pedagogy Hours
Evaluation
Assessment
Final
Exam
ECTS
M0. HPO
Framework
Opening HPO
Ang.
Face-to-face 5 - -
2Introduction to HPO Face-to-face 10 CCO (50%) -
HPO Experience Case studies 15 - EF (50%)
M1. Quality of Management
QoM - Theory & Evidences
Ang.
Face-to-face 15 - EF (50%)
4
QoM - Data mining Practical workshops 15 CCO (50%) -
M2. Openness & Action
Orientation
OAO - Theory & Evidences
Ang.
4
OAO - Data mining Practical workshops 15 CCO (50%) -
M3. Long-Term Orientation
LTO - Theory & Evidences
Ang.
4
LTO - Data mining Practical workshops 15 CCO (50%) -
M4. Continuous Improvement
& Renewal
CIR - Theory & Evidences
Ang.
4
CIR - Data mining Face-to-face 15 CCO (50%) -
M5. Quality of Employees
QoE - Theory & Evidences
Ang.
4
QoE - Data mining Practical workshops 10 CCO (50%) -
M6. Designing HPO
Data Visualization
Ang.
Practical workshops 10
CCO (100%) - 3Storytelling Practical workshops 10
HPO Final Challenge Pitch sessions 10
TOTAL : 210 25

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5. Teaching consistency
The modules are centered on the five-pillars of HPO framework:
I. Management Quality
Trust · Integrity · Role Model · Fast Decisions · Fast Actions · Coaching ·
Results Orientated · Effectiveness · Strong Leadership · Confidence ·
Accountability · Decisiveness toward Non-Performers
II. Openness & Action Orientated
Dialogue · Knowledge Sharing · Employee Involvement · Allowing Mistakes ·
Welcoming Change · Driving Performance
III. Long-Term Orientation
Stakeholder Orientation · Customer Orientation · Longevity · Promotion from
Within · Secure Workplace
IV. Continuous Improvement & Renewal
Unique Strategy · Process Improvement, Simplification and Alignment ·
Performance Management · Innovation of Product, Services, Processes and
Core Competencies
V. Quality of Employees
Inspiration · Resilience and Flexibility · Diverse and Complimentary Workforce ·
Partnerships
All those 5 pillars are “independent variables” which explain the “dependant variable”, i.e. high performance. The impact of every
pillar on performance will be measured, interpretated through theories and discussed.

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6. Pedagogy
The pedagogy of the HPO program consists in blended learning by developing interactive and differentiated pedagogy
divided into four main learning concepts:
Concrete studies
Concrete exercises developing knowledge on management and best practices
Theories, concepts, and evidences
Knowledge sharing on conceptual models and best management practices on organizational
performance
Learning through concepts and Tools’ acquisition
Delivered through a combination of classroom and hands-on exercises, independent studies,
and data-mining methods.
Learning through Practice and Research
In addition, professors encourage students to go through rigorous applied research projects that
enable them to put into practice all their learning. This takes the form of a survey. In groups,
students are invited to perform an oral presentation of their results in front of several managers.

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7. Evaluation
The graduation of the HPO program is often based both on continuous assessments and final exams which can take
different forms. Evaluations can be individual and / or collective, depending on modules.
In general, the assessment and exams aim to identify three elements: technical skills, management skills, and interpersonal
skills.
Continuous Assessment
Continuous Assessments take place
throughout the module. It can take
various forms: multiple choice
questionnaire, presentations, case
studies, exercises, reports, etc.
Continuous assessments can weigh 50%
in the final assessment. When students
are asked for complex issues,
continuous assessment can provide
100% of the course’s graduation.
50%50%
Final Exam
Final exams result on a class test
that lasts 1:30 for a 15h course.
The final exam accounts for 50% in
the course’s graduation.

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8. Modules 1 I 4
Each course of the HPO program is described into an independent syllabus which the student must refer on.
Each module consists in theoretical issues and data mining on organizations.
We synthetically present below each 30 hours module 30 hours.
Module 1 I HPO framework
“A High Performance Organization is an organization that achieves
financial and non-financial results that are exceedingly better than
those of its peer group over a period of time of five years or more, by
focusing in a disciplined way on that which really matters to the
organization”. The High Performance Organization (HPO) Framework
is a conceptual, scientifically validated structure that managers can
use for deciding what to focus on in order to improve organizational
performance and make it sustainable. The HPO Framework isn’t a set
of instructions or a recipe that can be followed blindly. Rather it is a
framework that has to be translated by managers to their specific
organizational situation in their current time, by designing a specific
variant of the framework fit for their organization. This is bad news for
bad managers, as the HPO Framework doesn’t provide a blueprint. It
is however good news for good managers, as they can input their
own experience, expertise and creativity while transforming their
organizations into a High Performance Organization. This module
invite student to discover the HPO framework: Subsequent statistical
analysis of collected data and 35 characteristics that have a direct
positive relation with competitive performance. These characteristics
always appear in five groups, the so-called HPO Factors.
In an HPO, managers on all levels of the organization maintain trust
relationships with employees by valuing their loyalty, treating smart
people with respect, creating and maintaining individual
relationships with employees, encouraging belief and trust in others,
and treating people fairly. Managers at an HPO work with integrity
and are a role model to others, because they are honest and
sincere, show commitment, enthusiasm and respect, have a strong
set of ethics and standards, are credible and consistent, maintain a
sense of vulnerability and are not self-complacent. They are
decisive, action-focused decision-makers, avoid over-analysis and
propose decisions and effective actions, while fostering action-taking
by others. HPO managers coach and facilitate employees to achieve
better results by being supportive, helping them, protecting them
from outside interference, and by being available to them.
Management holds people responsible for results and is decisive
about non-performers by always focusing on the achievement of
results, maintaining clear accountability for performance, and
making tough decisions. Managers at an HPO develop an effective,
confident and strong management style by communicating the
values and by making sure the strategy is known to and embraced
by all organizational members.
Module 2 I Management Quality

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8. Modules 2 I 4
Module 3 I Openness & Action Orientation
In addition to having an ‘Openness and Action Orientation’ culture, an
HPO uses the organization’s openness to achieve results. In an HPO,
management values the opinion of employees by frequently having
dialogues with them and involving them in all important business and
organizational processes. HPO management allows experiments and
mistakes by permitting employees to take risks, being prepared to
take risks themselves, and seeing mistakes as an opportunity to
learn. In this respect, management welcomes and stimulates change
by continuously striving for renewal, developing dynamic managerial
capabilities to enhance flexibility, and being personally involved in
change activities. People at an HPO spend a lot of time on dialogue,
knowledge exchange and learning in order to obtain new ideas to
improve their work and make the complete organization performance-
driven.
In an HPO, long-term gain is far more important than short-term
profit. This long-term orientation is extended to all stakeholders of
the organization, that is, shareholders as well as employees,
suppliers, clients and society at large. An HPO continuously strives
to enhance customer value creation by learning what customers
want, understanding their values, building excellent relationships
and having direct contact with them, involving them in the
organization’s affairs, being responsive to them, and focusing on
continuously enhancing customer value. An HPO maintains good
long-term relationships with all stakeholders by networking broadly,
taking an interest in and giving back to society, and creating mutual,
beneficial opportunities and win-win relationships. An HPO also
grows through partnerships with suppliers and customers, thereby
turning the organization into an international network corporation.
Management of an HPO is committed to the organization for the
long haul by balancing common purpose with self-interest, and
teaching organizational members to put the needs of the enterprise
first. They grow new management from their own ranks by
encouraging staff to become leaders, filling positions with internal
talents, and promoting from within. An HPO creates a safe and
secure workplace by giving people a sense of safety (physical and
mental) and job security and by using dismissal as a last resort.
Module 4 I Long-Term Orientation

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8. Modules 3 I 4
Module 5 I Continuous Improvement &
Renewal
The process of continuous improvement and renewal starts with an
HPO adopting a unique strategy that will set the company apart by
developing many new alternatives to compensate for dying strategies.
After that, an HPO will do everything in its power to fulfill this unique
strategy. It continuously simplifies, improves and aligns all its
processes to improve its ability to respond to events efficiently and
effectively and to eliminate unnecessary procedures, work, and
information overload. The organization also measures and reports
everything that matters, so it measures progress, monitors goal
fulfillment and confronts the brutal facts. It reports these facts not only
to management but to everyone in the organization, allowing all
organizational members to access financial and non-financial
information needed to drive improvement. People at an HPO feel a
moral obligation to continuously strive for the best results. The
organization continuously innovates products, processes and
services, constantly creating new sources of competitive advantage
by rapidly developing new products and services to respond to market
changes. It also masters its core competencies and is an innovator in
these core competencies by deciding on and sticking to what the
company does best, keeping core competencies inside the firm and
outsourcing non-core competencies.
An HPO makes sure it assembles a diverse and complementary
workforce and recruits people with maximum flexibility to help detect
problems in business processes and to incite creativity in solving
them. An HPO continuously works on the development of its
workforce by training staff to be both resilient and flexible, letting
them learn from others by going into partnerships with suppliers and
customers, inspiring them to improve their skills so they can
accomplish extraordinary results, and holding them responsible for
their performances and with that encouraging them to be creative in
looking for new productive ways to achieve the desired results.
Module 6 I Quality of Employees

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8. Modules 4 I 4
Module 7 I Designing HPO
This module give students the opportunity to work on designing a global answer to HPO issues according their findings and their
results from the previous modules. The opportunity here is double: First, students work under the guidance of Timothy Pett, PH.D.,
professor of Entrepreneurship in Rollins College, Florida, USA. Second, students work into teams with American students from Rollins
College. Students must present their findings in front of a professional audience involved into economic sectors students deal with. In
order to provide a professional and impacting presentation, students must design a relevant slideshow and storytelling. All along this
process, students are coached and helped by professors. Interactions with American students will be academic, professional, and
touristic. This module allow students to visit Aquitaine region and Northern Spain through excursion in Pau, Biarritz, Bordeaux, San
Sebastian, and Pyrénées mountains. More than a module, students are invited to live a “bootcamp” experience in an international and
multicultural context.
Dr. Timothy Pett is an Associate Professor in Business and Social Entrepreneurship, previously he was professor of management
and coordinated the entrepreneurship program at WSU. His teaching and research interest deal with issues that confront small and
medium-sized businesses, family businesses as well as entrepreneurs. He has published in numerous journal articles and presented
at international conferences. He has traveled extensively in Europe and has taught at both FHW Berlin School of Economics and
Law (Germany) and Groupe ESC Pau (France).

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9. Bibliographie sélective
The required books for this course are:
Waal, A. (2012). What Makes a High Performance Organization: Five Factors of Competitive Advantage that Apply Worldwide, Global
Professional Publishing.
Collins, J. (2001). Good to Great: Why Some Companies Make the Leap...And Others Don't, HarperBusiness.
Seminal Contributions
Peters, T. and Waterman, R. (1982). In Search of Excellence, Warner Books
Hamel, G. and Prahalad, C.K. (1996). Competing for the Future, Harvard Business Review Press.
Senge, P. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization, Doubleday
Other Contributions
Kaplan, R., and Norton, D. (1996). The Balanced Scorecard: Translating Strategy into Action, Harvard Business Review Press.
Buckingham, M. and Coffman, C. (1999). First, Break All the Rules: What the World's Greatest Managers Do Differently, Simon & Schuster.
Collins, J. and Porras, J. (2004). Built to Last: Successful Habits of Visionary Companies, Harper Business.
Savitz, A. with Weber, K. (2006). The Triple Bottom Line, Jossey Bass.
Sisodia, R., Wolfe, D. and Sheth, J. (2007). Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, FT Press.
Collins, J. and Hansen, M. (2011). Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All, Harper Business.
Keller, S. and Price, C. (2011). Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Wiley.
Zaffron, S. and Logan, D. (2011). The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life, Jossey-Bass.
Kotter, J. (2012). Leading Change. Harvard Business Review Press.
Hamel, G. (2012). What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation.
Jossey-Bass.
Mackey, J. and Sisodia, R. (2013). Conscious Capitalism: Liberating the Heroic Spirit of Business, Harvard Business Review Press.
Gardner, A., Pickering, J., Harnden, P., and Brokaw, G. (2014). Building High-Performance Local Governments: Case Studies in Leadership
at All Levels, River Grove Books.
Harnish, V. (2014). Scaling Up: How a Few Companies Make It...and Why the Rest Don't, Gazelles, Inc.
Salim I. S., Malone, M., and van Geest, Y. (2014). Exponential Organizations: Why new organizations are ten times better, faster, and
cheaper than yours, Diversion Books. (2 people).
Sutton, R. and Rao, H. (2014). Scaling Up Excellence: Getting to More Without Settling for Less, CrownBusn.
Catmull, E. and Wallace, A. (2014) Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration, Random
House.
Van Gorder, C. (2015). The Front-Line Leader: Building a High-Performance Organization from the Ground, Jossey-Bass.

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9. Head for HPO Program
Sébastien CHANTELOT
Is Professor of Entrepreneurship and Innovation @Groupe ESC Pau
and Ph.D. in economics @University of Toulouse 1 Capitole. Member
of IRMAPE, his works deal with creativity, innovation management, or
entrepreneurship. His teachings offer students Design4Business
concepts that bring the latest managerial trends in strategic
management, entrepreneurship or innovation management. Finally,
he is responsible for management department @Groupe ESC Pau.
He will always be available for students to answer all questions
related to HPO program.
sebastien.chantelot@esc-pau.fr
05.59.92.64.66
http://fr.slideshare.net/sebchnt/cv-sebchnt
Laurent SIE
Is Professor of Entrepreneurship @Groupe ESC Pau. He is
specialized on topics like franchising and knowledge management.
His teachings privilege action-based learning and proximity with
professionals. He has extensive experience in designing and
implementing international learning programs. He will always be
available for students to answer all questions related to HPO
program.
laurent.sie@esc-pau.fr
05.59.92.33.06
http://www.esc-pau.fr/cvtheque/cv_laurent_sie.pdf

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