OrgDNA

Org DNA Profiler® Survey

Organizations with strong execution “DNA” tend to share similar characteristics. By fostering these traits, you can improve your organizational performance. Here are a few key improvement areas customized for you: 

  • Quickly translating key strategic and operational decisions into action
  • Relaying competitive information quickly and effectively to headquarters
  • Making good on commitments to others 
  • Maintaining disciplined efforts where you can win
  • Ensuring consistent messages from top leaders
  • Successfully adapting to market changes
  • Creating clarity around roles and responsibilities
  • Correlating career advancement and compensation with performance
  • Promoting a distinctive culture that creates a competitive advantage
  • Encouraging leaders to "walk the talk"
  • Sending consistent messages to the market
  • Giving employees metrics to evaluate business impact
  • Having the right number of organization layers
  • Giving field employees insight into the bottom-line impact of daily choices
  • Consistently rewarding innovation
  • Pursuing and rewarding collaboration across organizational lines
  • Prioritizing capabilities when evaluating opportunities
  • Maintaining good information flow across the organization
  • Acting decisively
  • Limiting overlapping roles
  • Establishing influence based on reputation, credibility and relationships
  • Motivating people with values and pride

The fits-and-starts organization: “Let 1,000 flowers bloom”

This organization has scores of smart, motivated, and talented people — but they rarely pull in the same direction at the same time.

Scores of smart, motivated, and talented people work in the fits-and-starts organization — but they usually do not pull in the same direction at the same time. When they do, brilliant, breakout strategic moves can be the result. Typically, though, they lack the discipline and coordination to repeat these successes on a consistent basis. The fits-and-starts organization lures intellect and initiative — smart people with an entrepreneurial bent; it’s a no-holds-barred environment in which you can take an idea and run with it. But, in the absence of strong direction from the top and a solid foundation of common values below, these initiatives either clash and explode or simply peter out. The result is an overextended organization on the verge of spinning out of control.

People don’t collaborate effectively across organizational lines. Senior people don’t “walk the talk” and consistent messages are not delivered by top leaders. Leaders in the fits-and-starts organization are more focused on immediate objectives versus playing for the long term.

The fits-and-starts organization is profoundly uncoordinated. Its movements in the marketplace are spasmodic and its messages conflicting, due to the inherent contradictions between and among its core building blocks. For example, while decision rights are highly decentralized, the information required to make the best decisions for the company is often only available at headquarters — if at all. Decision-makers at every level fly blind, and the organization as a whole fails to execute its strategic agenda.

The coherence index specifically measures the coherence or consistency of your organization's strategy. Most fits-and-starts organizations score lower in this area. Coherent companies have a clear set of capabilities that are in line with their strategy and that they use over and over again in their portfolio. Please visit the Coherence Profiler to learn more about the strengths of coherence.


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Want to learn more about the fits-and-starts organization?

Results: Keep what’s good, fix what’s wrong, and unlock great performance
The companies featured in chapter nine have demonstrated some of the hallmarks of resilient behavior, but they, too, deal with ongoing organizational challenges. What distinguishes their progress, however, is the ability to bounce back quickly from adversity. Why? Because all of the organization’s building blocks perform as they should, both individually and collectively. In fact, the hallmark of the resilient organization is the seamless manner in which all four building blocks — decision rights, information, motivators and structure — integrate with one another to drive the organization and its performance forward. This seamless alignment is what enables these organizations to demonstrate ten winning behaviors … which, together, drive results.
How to design a winning company
The eight components of your organizational genome hold the secret to unleashing superior performance.
The secrets to strategy execution: The idea in practice
How can a company execute its strategy more effectively without making costly, disruptive changes to its organizational structure? Originally published in The Harvard Business Review, this “Idea in Practice” piece uses the story of a highly successful global company to illustrate how to uncover serious obstacles preventing your company from meeting its goals.
How to prevent self-inflicted disasters
All too often, companies unintentionally create their own worst crises. With a little awareness of your organizational DNA, you can avoid that fate — and the headlines that go with it.
The passive-aggressive organization
Passive-Aggressive organizations are friendly places to work: People are congenial, conflict is rare, and consensus is easy to reach. But, at the end of the day, even the best proposals fail to gain traction, and a company can go nowhere so imperturbably that it's easy to pretend everything is fine.
The Coherence Premium
ustainable, superior returns accrue to companies that focus on what they do best. The truth is that simple, and yet it’s incredibly hard to internalize. It is the rare company indeed that focuses on “what we do better than anyone” in making every operating decision across every business unit and product line. Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position. We call such companies “coherent.” We’re not suggesting that companies disregard market signals; all strategy is set within that vital context. We are suggesting, however, that companies start from the opposite direction, figuring out what they’re really good at and then developing those capabilities (three to six at most) until they’re best-in-class and interlocking.
Stop blaming your culture
Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.