More and more organisations are now focusing their attention on enhancing performance and increasing profitability. To accomplish these goals, they need to ensure their employees focus their attention on behaviours that drive organisational success.

Clearly, organisations are concerned with their ability to engage employees and achieve maximised performance. Much of the impact of performance management derives from its ability to engage employees in their work. When employees are engaged, they are given opportunities to capitalise on their strengths, to receive appropriate support and feedback, and to find their work to be motivating. An organisation can leverage the power of these engaged employees by focusing their efforts on promoting the business strategy.

All businesses want to see themselves as high performance organisations, but sadly, not all are. One of the most significant factors that separate high performance organisations from the rest of the pack is their mindset. High performance organisations will always have a growth mindset! That mindset will help them stand out. High performance organisations demonstrate their commitment to growth not by what they say, but by what they do and how they behave.

Driving organisational success

Conducted since 2006, Project Management Institute's (PMI) Pulse of the Profession is the annual global survey of project management professionals. The Pulse of the Profession charts the major trends for project management now and in the future. It features original market research that reports feedback and insights from project, program and portfolio managers, along with an analysis of third-party data. According to the Pulse of Profession report (PMI) 2014, an organisation's success is dependent on understanding high project performance—projects completed on time, on budget and meeting original goals.

Our Pulse research shows that high-performing organisations are more likely than their low-performing counterparts to focus on agility and strategic alignment thus minimising the wide chasm that organisations face today. As a result, the increased success of their strategic initiatives is substantial; high performers average twice as many successful strategic initiatives than low-performing organisations.