Inclusion powers innovation – The 3C’s – A great example

Christchurch Engine Centre is a joint venture between Pratt & Whitney and Air New Zealand Limited.

Air New Zealand’s CEO, Christopher Luxon once shared this great insight:

“The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years’ time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the organisation is constantly improving.”

Pratt & Whitney follow this same strategy.  Here is a great video I came across when preparing for a recent workshop session.  It is the best summary I have seen of the “why” every organisation should work at High Performance through Engagement.

Sustainable high performance is achieved when we create a culture that is collaborative,  innovative, where we can all have confidence in what we bring to the table and where we can achieve together.


It is all about People:

He aha te mea nui o te ao

What is the most important thing in the world?

He tangata, he tangata, he tangata

It is the people, it is the people, it is the people

Maori proverb

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Improving Consumer Value (HPtE #3)

An HPtE Strategy® starts from the premise that in order to achieve sustainable high performance it is necessary to satisfy three necessary conditions:

  1. Commercial Responsibility
  2. Consumer Value
  3. Culture

Consumer Value 

Remember the old cliché “You can mislead many customers for a short time. But you cannot mislead many, for long”.  With the amount of choice available today satisfying the market or consumer with increased value is fundamental to an organisation’s success.

How many people have you heard complain about their computer being slow recently? How many times have you felt frustrated as you sit waiting for a process to finish?  Most new computers now have around 4GB of memory and load in minutes.  In 1982 the Commodore 64 had 64KB of memory and loaded from a tape drive – it took hours! Performance has exponentially improved year on year but so have consumer expectations.

For an organisation to achieve sustainable high performance it must continually increase Consumer Value to meet changing consumer expectations.  Increasing Consumer Value is the foundation of most new management methodologies and continuous improvement initiatives.  To improve Consumer Value you need to be able to invest in finding improvements.  Investment requires Commercial Responsibility.

Who in your organisation knows more about the problems relating to the performance of a service or product than most?  The people who are closest to them – usually the people at the front line – the employees. Tapping into that knowledge and finding solutions to performance problems is necessary for continuous improvement to Consumer Value.  

More important than finding the problems is implementing the solutions to them.  This is where employees really come into their own. If employees feel unsafe, insecure or dissatisfied the probability of them identifying problems, suggesting ways to improve Customer Value and implementing those solutions is low. Delivering improvements to consumer value requires the development of a constructive Culture.

In order to improve Consumer Value, it is necessary to be Commercially Responsible and develop a constructive Culture. 

We can depict this visually:

The 3C’s are a central component of the HPtE Strategy® Framework.

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Up next in the #HPtE series: Creating a Constructive Culture (HPtE #4)