Organizations can get into a defensive position if they don't understand the changing needs and expectations of their members, stakeholders and customers.
That defensiveness can be perceived as organizational disinterest, oversight or aggression. All deadly for leaders and the organization.
We can help you develop ongoing mechanisms to monitor key elements of your organizational context so that you are not surprised and scrambling from one crisis to the next.
These analyses include market position and opportunities, classic SWOT elements and strategic decision possibilities.
From this modeling we can then derive goals, specific objectives, appropriate structure, identify needed human and technical resources, create output and impact definitions.
We will also advise on strategic implementation to maximize goal achievement, efficiency and effectiveness.
Before organizational operations can be efficient or effective, there must be a clear, functional, predictable pattern of decision-making authority and follow up action.
Functional governance is clear from the board all the way through the organization to the stakeholders.
This analysis assesses clarity, function and support for governance structures and operations within an organization.
Remediation prescriptions, consultation and implementation support follow from that analysis.
Does everyone understand the organization's concrete, measurable goals & objectives?
Does everyone know how well the organization is meeting those goals?
Do you have the right skill sets among staff?
If you are outsourcing for needed skills, why, and are you getting best value?
Are all staff optimally deployed to critical tasks?
Does each individual staff member understand specifically how their role contributes to the organization’s success?
If a role isn't critical to success, why is it staffed?
Are you individually and collectively productive? How do you know that? Against what benchmarks?
Are you efficient? How do you know? What are the relevant metrics?
Are your customers, members, stakeholders thrilled? Happy? Tolerating you? Looking for an exit or alternative?
Are you adequately resourced? Do you have appropriate reserve funding?
Are your supportive technologies optimized? Are they protected?
Are your products and services leading the market? What do you have in the developmental pipeline? Where will those new products and services position the organization?
Are you ready to capitalize on new market share?
Diversity is valuable if the leader knows how to maximize the value of the heterogeneity.
A board, staff or stakeholders that never, or cannot offer alternative views are not serving the organization well. Homogeneous group-think is narrow by definition and very likely wrong. Silence is not an option. That allows passion, or at least noise, to overrule evidence, either for or against any idea.
Diversity and dissent must be sought and used effectively to strengthen decisions. But many leaders don't have the skills to create, nurture and optimize diversity. Leaders should also seek out, acknowledge and protect dissidents to keep them contributing. .
Facilitated deliberative inquiry (FDI) is a structured method to elicit and utilize diverging points of view.
FDI is useful for any practical problem involving fundamental choices, multiple viewpoints, policy formulation and action required in complex situations in which values and belief systems play an important role.
This approach is particularly helpful when stakeholder consultation is taken seriously. As it should be, always.
If you are lucky, you are orchestrating changes within a planned project with a reasonable budget and time frame that enjoys wide stakeholder support. In these circumstances managing change is more like making effectiveness adjustments to ensure the change project remains on schedule, within budget, with optimized quality.
More likely however, the change required is urgent, unfunded, not that clear, not everyone wants the change, understands the change or is committed to the personal behaviour modification required. Managing this more common change pattern is like doing a jigsaw puzzle, in a snowstorm, at night, when you don't have all the pieces or even the picture on the front cover of the box!
We can help organizations understand and manage conditions and factors that make change easier or even possible.
Adjustments are required for the type of change desired, its complexity, and how well the change is planned or managed but also a range of context factors important to a successful change. These include the support of the board, senior staff, organizational culture, the number of other changes competing for attention, and the full range of surrounding political and economic environmental factors. All these interacting facets help or hinder the most carefully planned and competently managed local change.
Change facilitation includes board and staff development, alternative futures definition, choice making and planning supports. Monitoring, coaching and conflict resolution are supplied to assist change implementation.