Using a Model for Organisation Diagnosis Caryn Kaftal

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Using a Model for Organisation Diagnosis Caryn Kaftal corporate research forum 2 March 2011

Using a Model for Organisation Diagnosis Caryn Kaftal corporate research forum 2 March 2011

Solving problems of organisation effectiveness Symptoms Prior Notions What Data? Collect Data Analyze Data

Solving problems of organisation effectiveness Symptoms Prior Notions What Data? Collect Data Analyze Data Understand Problems and Causes Identify Solutions to Problems Develop Action Plans Take Action Data Info Kx Action

Point #1 Collect the right kind of data Am I asking the right questions?

Point #1 Collect the right kind of data Am I asking the right questions? 3

Organizations as Systems Input Transformation Mechanism Feedback Output

Organizations as Systems Input Transformation Mechanism Feedback Output

Point #2 Think in terms of the whole system Am I considering the overall

Point #2 Think in terms of the whole system Am I considering the overall context? 5

The Congruence Model of Organisation Effectiveness INPUT OUTPUT Environment System Resources History Strategy Unit

The Congruence Model of Organisation Effectiveness INPUT OUTPUT Environment System Resources History Strategy Unit Individual David A. Nadler—Mercer Delta Consulting

Congruence Model The Organisation Informal Organization INPUT Environment Resources OUTPUT System Strategy Formal Organization

Congruence Model The Organisation Informal Organization INPUT Environment Resources OUTPUT System Strategy Formal Organization Work History Unit Individual People

Point #3 Put the data into context Am I looking at how the whole

Point #3 Put the data into context Am I looking at how the whole system works together? 8

Congruence: Core Hypothesis “Fit” = Effectiveness Organizations will be more effective in transforming strategy

Congruence: Core Hypothesis “Fit” = Effectiveness Organizations will be more effective in transforming strategy into performance, to the extent that they create congruence among components

Management Challenges Business Design Informal Organization Input Environment Resources Output System Strategy Formal Organization

Management Challenges Business Design Informal Organization Input Environment Resources Output System Strategy Formal Organization Work History Unit Individual People

Management Challenges Input Strategy. Organisation Alignment Informal Organization Environment Resources Output System Strategy Formal

Management Challenges Input Strategy. Organisation Alignment Informal Organization Environment Resources Output System Strategy Formal Organization Work History Unit Individual People

Management Challenges Organisation Architecture Informal Organization Input Environment Resources Output System Strategy Formal Organization

Management Challenges Organisation Architecture Informal Organization Input Environment Resources Output System Strategy Formal Organization Work History Unit Individual People

Point #4 Bring the system into alignment with the strategy Where will I get

Point #4 Bring the system into alignment with the strategy Where will I get the greatest leverage? 13

What kind of questions to ask? • How would you describe the strategy? To

What kind of questions to ask? • How would you describe the strategy? To what extent is it widely shared? • What are our critical strengths in delivering this strategy? Weaknesses? How does this compare to our competitor’s position? • What is our unique value proposition? How do our people, our culture and our structure contribute to delivering this proposition? What gets in the way? • What do we most need leadership to deliver to succeed in the future? What needs to change? What are our strengths to leverage? Weaknesses to avoid? • How would we define our culture? What, if anything, should we focus on to facilitate execution? • What are the strengths of the systems and processes delivering our strategy? Weaknesses? • How do the ways we organise help or hinder our ability to win in the future? • How consistent are the messages we hear? To what extent do they reinforce the challenges we face? 14

The Burke-Litwin Model 15

The Burke-Litwin Model 15

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