Human & Organizational Performance

Unlock sustainable, industry-leading performance by creating an organization that is resilient to (and learns from) inevitable human errors

Human and Organizational Performance (H&OP) builds resilience into your business while improving performance

A deliberate focus on Human and Organizational Performance (H&OP) reduces accidents, increases profits, and revitalizes company culture. 


WP&C's Guide to Human & Organizational Performance

Learn how to implement H&OP practices and principles into your organization and how to build the culture you need to sustain high performance. 


H&OP Offering Introduction Cover with Shadow-1

Complexity creates opportunities for error

The primary challenge to human organizational performance in complexitya multidimensional issue that also adds tremendous unanticipated costs. Complexity consumes disproportional resources, slows organizations down, and adds significant operational risk. WP&C’s H&OP expertise is rooted in a deep understanding of complexity and how it affects organizational performance.


Complexity Cycle 2

What high-performing cultures have in common

Organizations that successfully implement H&OP practices recognize there is no single lever to improve. Leaders at these organizations recognize a shared set of truths about performance:

  • It is not possible to know all the ways failure may occur 
  • Systems that require everything to go right will be broken
  • Those doing the work often have better understanding than those managing the work
  • Precursors to catastrophic failure can be hard to sense beforehand, but someone probably sees them
  • High-quality feedback from the organization is required to improve

H&OP practices reduce the opportunity for repeat errors

Failure is typically the result of a breakdown in understanding system capabilities, proper planning, or effective communication. Addressing failure requires first identifying what went wrong and why, and then taking action to prevent those errors from occurring again.


  1. Procedure was not followed
  2. Materiel was not available
  3. Unrealistic scheduling or poor planning
  4. Equipment broke down
  5. An issue wasn't noticed until it was too late
Prevent Errors

3 Steps Leaders take to Transform H&OP


Get Feedback

Install easy-to-use systems, processes, and tools to elicit feedback from every level

Get Feedback

Find Answers

Be open to receiving honest feedback and actively seek to find the drivers of error

Find Answers

Take Action

Take prompt action on employee feedback and indications of pending failures

Take Action

The WP&C approach to management-driven change

Management-driven culture creates the building blocks for process improvement. The WP&C approach explores connects five core elements of H&OP to your operating model, operational culture, management system(s), and leadership.

H&OP 4 Stages

Traditional approaches to performance do not improve H&OP

Companies that have a deliberate focus on H&OP take a different approach, seeking to address the effects of complexity on today's operations.

TRADITIONAL APPROACH: Train people to do their job; managers give direction and hold people accountable; eliminate opportunities for errors to be made; and manage risk

H&OP APPROACH: Train people and focus on learning & improvement; leaders and employees collaborate to get the job done right; accept that errors will happen and build resilience into your operations; manage the sources of risk



Growth in the Age of ComplexitySM

In our latest book, learn how to navigate the Sirens of Growth® and build true scale in today’s new era of competition.

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