What conditions and configurations determine the opportunity for personal high performance in an organization or company? This question is not easy to answer, as each person's performance capability depends on a multitude of factors that must all optimally interact within a specific timeframe. The author explains, based on the balance model he developed himself, what opportunities and limitations exist for the development of performance potentials and, in particular, to what extent organizations and companies can be developed in this regard. The discussion also addresses contractual necessities in this context. Graphical representations and real-life examples illustrate the points made and facilitate the transfer to practice.