Culture of Openness and Action Orientation is the Most Challenging HPO Variable’

Scientists naturally focus primarily on their own research. They are deeply immersed in their subjects, which brings Wageningen University & Research (WUR) worldwide acclaim. However, to become a high-performance organization, the scientists will need to step out of their comfort zones and collaborate more. This article explores the evolving power dynamics and the need to market new innovations like a new bell pepper variety.

Each year, rankings of the best-performing universities are published. Wageningen University, part of Wageningen UR, recently ranked 161st in the QS rankings (one of many lists), making it the tenth university in the Netherlands. This position does not immediately suggest high performance. However, considering that “rankings are not part of HPO characteristics,” this ranking requires nuance. WUR is a specialized university in the field of ‘healthy food and living environment.’ When compared to similar institutions, it performs better and is internationally renowned. Nevertheless, WUR is not satisfied with this. Two years ago, HR initiated the introduction of HPO thinking in Wageningen. Initially part of the Young Talent program, the board of directors has since embraced HPO thinking, and the vision of high performance is now widely supported within the organization. “We have to,” explains Tineke Tromp, corporate director HR. “The educational and research landscape is changing rapidly around us. The government is increasingly withdrawing, and we need to secure more funding from the (semi-)commercial market. We also need to think more internationally and become more flexible in our approach as our clients demand. This requires a shift from everyone here. The automatic flow of money is gone.”

Five HPO Characteristics

Examining the five defining HPO characteristics, one can conclude that WUR already scores fairly well on many factors or at least has a great proposition. The most impressive Wageningen HPO factor is long-term orientation. WUR has a clear vision of where it wants to go: To explore the potential of nature to improve the quality of life. Tineke Tromp states, “Our aim is to feed nine billion people worldwide. This vision greatly helps us as a guiding principle. We have a unique strategy. There is no other institution in the world doing what we do in our way.” To be an HPO, one must score at least an eight. A 7.5 is not enough. Although WUR has not conducted an HPO diagnosis, it can be stated that it is HPO-proof on this strategic point. The same conclusion can be drawn for the characteristic ‘continuous improvement and innovation.’ Tromp explains, “This is essentially in the company’s DNA. Everything here is geared towards breakthrough innovations. That doesn’t mean we can’t improve as an organization; we need to keep working on it, but this is not a primary concern.” In the areas of employee and management quality, the eight-plus score has not yet been achieved. The organization is actively working on this. There is the ‘grow in your career’ program where workshops focus on self-development in work to ensure flexible employability and resilience. For middle managers, there is the Talent Development program emphasizing change management. The Young Talent program targets recent graduates who are expected to shape the future of WUR. Tromp: “We have conducted leadership expeditions, giving assignments that could be worked out in our daily practice. The central question: How can you contribute to the entrepreneurship of this university? How do you market a new bell pepper color?” Among the top 25 of the university, there are discussion sessions on what leadership at WUR is and what new leadership should look like, all viewed through an HPO lens.

Culture

One HPO facet has so far been underemphasized: openness and action orientation, summarized by Tineke Tromp as dialogue. “This is by far the most challenging. Our employees are mainly focused on their own research areas. Engagement among employees, in terms of ‘knowing more about each other’s content,’ can be improved. People are connected to their research and less to the organization’s broader research. In this changing educational and research field, we need to collaborate even more. Take the new bell pepper color, for example. You can develop it, but it’s not on the market yet.” HR is also working on increasing openness in other areas. Sometimes these are difficult dossiers. Tineke Tromp: “We have a confidential committee on unwanted behavior that, while maintaining confidentiality, makes recommendations to the board of directors and the central works council. These are also subjects we consider through the HPO perspective. All these efforts should help us further stimulate internal dialogue and ensure quality.”

HPO Framework

In conclusion, where does WUR stand on the HPO ladder? Tineke Tromp is certainly not dissatisfied. “We are well on our way, but you are never done. What helps is that our proposition is correct. The beauty of HPO thinking is that it provides a framework to which you can hang your long-term strategy. It significantly aids in the organizational direction and helps employees better understand where we all want to go. In employee surveys, we constantly inquire about performance. HPO mainly provides direction and is not an end in itself. But it is starting to permeate. The management’s involvement in talent programs, for example, is significant. Although it’s too early to say we are reaping the benefits of HPO thinking.” For human resources as well, the ‘potential to explore’ and ‘to improve quality’ is already there. It is only a matter of time before WUR climbs further up the rankings.

“We also need to think more internationally and become more flexible in our approach as our clients demand. This requires a shift from everyone here.”

Reaction of HPO Expert Esther Mollema on the Wageningen University & Research Case

WUR is a unique university that dares to stand out. It was incredibly enjoyable to shape HPO thinking through leadership programs within WUR. What started cautiously is now spreading like wildfire. The HPO philosophy helps align everyone, overcome differences, and foster real internal collaboration. At WUR, significant solutions are being developed for global issues such as food safety and shortages. This makes it particularly interesting for the HPO Center to work intensively with WUR. We too want to contribute, in our own way, to a better world. Because that’s what the HPO Center is ultimately about.

[Note] The HPO Center regularly organizes inspirational sessions, workshops, and lectures on successful collaboration, performance improvement, and High Performance Leadership. If you are interested, have questions, or want to learn more about what the HPO framework can mean for your organization, please contact Marco Schreurs.[/note]