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The Six Disciplines Blog


Friday, May 04, 2018

On Becoming A Purpose-Driven Organization: Organizational Development – Part 6 of 6

In Part 6 of this 6 part series, we dive into the specific process your organization can use to become purpose-driven, with this week’s focus on organizational development.

In this final phase (of a continuous cycle) your purpose-led organization is called upon to examine “what capabilities do we need to grow and develop to meet our future?” We work with your leaders together to conduct a thorough self-examination of external factors over which the organization has no control, including trends related to regulations, the economy, technology, and competitors. Internally, we work with your leaders to evaluate gaps between current and best practices. Our coaches also work with your leadership team to consider how well the current strategy is being executed, and separately, whether the current strategy is a good purpose-driven one. Added to this is an evaluation of the strength of people in the organization. The end result of all this analysis is a strategic agenda addressing what organizational issues need to be addressed in the upcoming planning cycle.

In accordance to respected business thought leader Jim Collins, one characteristic of organizations that figure out to go from “good to great” is the ability to “Face the brutal facts (yet never lose faith)”. That said, our certified coaches will challenge your organization to face the facts about what is happening that they don’t control – such as industry, demographic, regulatory, and competitive changes.

In fact, there is no area where brutal honesty is required more than listening to customers. We help your purpose-driven organization to build a culture that pays attention to what customers are saying. We provide trended satisfaction measurement which is key to interpreting progress, but also encourage diagnosing what the numbers mean by listening to their actual words and the emotion attached to them.

At the conclusion of the Organizational Development phase, you will have an organizational strategy that answers the question: “Where should we grow our organizational capability to meet the future?”.

Specific outcomes include:

External Assessment – A coach-led exercise with the strategy team produces a prioritized list of the external factors (technology, competitors, etc) that could affect your organization.

Strategy Review – Analysis of internal results to objectively evaluate how well the current strategy is being executed and whether the current strategy is the best one for your organization.

Stakeholder Assessment – A stakeholder benchmark survey from each of the key stakeholder groups (customers, employees, partners, suppliers, etc.) is compiled and presented in a trended fashion along with comments.

Leadership Audit – An optional assessment of the leadership potential (self, project, team, process, and strategy) that exists in the organization to identify gaps that could affect strategy execution.

Best Practices Benchmark – An optional assessment of best practices compared to internal processes to identify potential gaps that should be addressed in your strategic plan.

Strategy Planning – A coach-led exercise with the strategy team that distills all of the information gathered into a concise strategy agenda that identifies critical issues to be addressed in the upcoming planning cycle.

Does this sound like something your organization needs to become purpose-driven? Contact us today, and let’s begin the conversation with one of our certified coaches.

 

Read part 1 here!


Since 2005, the Six Disciplines blog offers posts about performance excellence, strategy execution, business coaching, leadership development, innovation, and business process improvement. This blog has received prestigious awards for leadership and management and has been syndicated by several major media sources.