A model for organizational success is frequently useful in helping business and teams decide what performance interventions they need to undertake. The logic of this model, as constructed by researchers, says organizations are comprised of three core components: strategy, operations and results management. The best use of this model is to begin with a review of the strategic statement, that organizational success coming from a clear-shared strategy and effective-efficient operations. Strategy is what product and services, marketing craftsmanship the organization-team is striving to obtain. Operations are how they manage, hire, provide customer delight, reward and recognition. Results management is systems of performance and structuring of behavioral patterns.
Often the people asked about, how do we conduct a business diagnosis. The answer is very simple: first, establishing whether there is a strategy that it is clear and shared. A strategic concept statement, which is a general marketing plan, may be unclear for a number of reasons, including new competitive activity, outdated products and services, shifts in the disposable income of the organization`s market, or market decline. One of the major deficiencies in clarity of the strategic plan, is that it may exist in the mind of a small number of leaders and unknown by others in the organization who are key people to make it happen. Whatever the reason, if the strategy is not clear and shared by at least the top team in the organization, strategic planning is a possible intervention. The following elements are crucial for such performance: a strategic concept statement as a detailed expression of what products and services, markets, methods of marketing, selling and distribution, plus team leadership desires; detailed analysis of current situation; a set of specific immediate strategic objectives.
With respect to operational processes, selecting the right people for the positions in the organization/team is key to performance excellence. All the performance potential within the organization is less effective if the occupants of positions involved in those efforts are poorly fit for the jobs they hold or are incapable of acting to delight the customer and explain the organization`s value propositions. Moreover, it is a core operational predicament that what is recognize well is done well…
The result management component provides to the organization/team an on going mechanism for monitoring implementation and results of both strategic and operational diligencies. It is primarily concerned with plan execution, and includes measurements, periodic reports, corrective actions and human reward systems.
Finally, the performance status template relates to reviewing and updating the strategic plan; defining the hiring process; structuring intelligent business processes and linkages; focusing on team functioning, working with an agile performance management system with goals and key indicators; assuring consistent education, training and development (nothing to do with cheese and rats), but linked to strategic thinking and operational behaviors and exercising wise mentoring, coaching and counseling in its own nature.
Giving the current rate of turbulence in the business environment, the future success of most organizations is likely to depend on their ability to master change processes. The ultimate core competency for an organization may be the ability to recreate itself constantly and move on to the next generation of strategic competency.
Copyright 2000 QBS, Inc.