ABSTRACT
Higher-level practices form the second layer of the pyramid. The practices cover the contributions expected of employees: being comfortable with devolved and consensual decision-making, becoming self-managing, working in teams, developing a trusting atmosphere, helping to ensure an organisational culture that supports sufficiency thinking, and sharing and retaining knowledge. The performance outcomes are shown in the apex of the pyramid. Research shows that the mutually reinforcing 23 practices lead to higher performance on many criteria—from protecting and enhancing brand and reputation, ensuring customer satisfaction and sustaining high financial performance on multiple measures to creating long-term value for investors. Key performance drivers constitute the third level, and are what the end-customer seeks. Innovation, an engaged workforce and quality services and products, essentially drive organisational performance. Organisations led sustainably have been identified across different sectors, countries, institutional contexts and markets, including in the public sector.
