The Institute

The definition of success for organizations of all types is continuously changing and increasingly complex.

• From the mid 1940s to the 1970s limited global competition allowed business leaders in the United States to focus mainly on financial results.
• During the 1980s quality became a key success factor and was directly linked to market and ultimately financial success.
• During the 1990s leaders discovered that talented passionate people are also a key to high quality and financial performance.
• Over the past few decades successful organizations became quite good at "connecting the dots" or as FedEx called it - "people, service, profit."

The "bar" has been raised once again to include sustainable results in three key areas - financial, environmental, and societal.

In the Spring of 2006, the Monfort Institute was established to create, manage and disseminate, and apply knowledge for sustainable global excellence. Since that time the Institute has facilitated research with high performing organizations and their CEOs, disseminated research in various forums, and facilitated speaking and learning opportunities for executives, community leaders, and students. The Monfort Institute is on the forefront of the issues and challenges defining success for today's high performing organizations.

Over the past few decades many organizations that have achieved high levels of performance have then experienced one of three performance patterns. Some have not sustained the gain and experienced a decline in performance. Some have succeeded in maintaining the gain but for some reason do not continue to improve. Others actually continue to improve and achieve even higher levels of performance. What are the differences that explain these three performance patterns? The Institute continues to work with high performing organizations to address these questions and provide answers to its constituents.