Every organization whether large corporation, small business, government, military or nonprofit can benefit from the input provided by an experienced external viewpoint and observation.
Our focus is on the key determinants of organizational performance:
Vision
A clear, concise, compelling vision focuses the energy of the entire organization on achieving its desired future state.
Senior Management Mental Models
Outdated and erroneous mental models can cause us to overlook threats and miss seeing and seizing on opportunities.
Leadership Styles
Leadership styles vary in their effectiveness based on the nature of the situation and the capabilities of the people. As an illustration, with command and control people perform because they have to while with communication and commitment they perform because they want to.
Strategy
The optimum strategy will allow us to proceed to the achievement of our vision in the fastest, most cost effective manner. This process begins with a review of senior management mental models and their relevance to the present and future environment.
Targets/Measurements
Putting the wrong measurements in place will elicit unproductive behaviors.
For example, a call center measuring the number of calls each individual handles per hour.
Culture
In an open culture of honesty good ideas are brought forward for action as are problems for resolution. In a less healthy culture people are silent in meetings and speak their mind to colleagues in the parking lot.
Structure
In order to avoid the crippling effects of bureaucracy the structure must be as flat as possible. This allows for more direct communication and faster response times.
Processes
The number of steps and handoffs must be reduced to the maximum extent possible. This reduces waste, increases speed and produces higher quality output
Empowerment
People should be given the power to act in capitalizing on opportunities and solving problems as well as a means to further self development. Limited power leads to lost opportunities, aggravated external/internal customers and employee frustration.
Motivation
A manager’s job is to motivate everybody every day. There is a huge difference between employees doing the bare minimum to keep their job and working full out. People want to be respected, appreciated and made to feel part of something special.
Reward System
The reward system must be targeted on accomplishment not time served, friendship, political skills or loquaciousness. To do otherwise is to invite all kinds of unproductive behaviors into the organization.
Training
Every human being has untapped potential. An impactful training program can serve to develop this potential and allow the organization to capitalize on the enhanced capabilities of its members.
Agility
The ability to change direction quickly and smoothly without losing momentum is a critical organizational competence in a fast changing world. All of the above factors are key inputs to the building of this capability.