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 just-in-time organization: “Succeeding by the skin of our teeth ...”

While inconsistently prepared for change, this organization can “turn on a dime” when necessary, without losing sight of the big picture.

Although not always proactive in preparing for change, this type of organization has demonstrated an ability to “turn on a dime” when necessary, without losing sight of the big picture. Just-in-time organizations attract talented and motivated people. They’re often fun and frenetic environments and great places to learn. There’s an adventurous attitude that infuses the office and inspires creative outbursts, frequently real breakthroughs. But in the absence of consistent, disciplined structures and processes, the organization cannot fully capitalize on these opportunities or replicate them. They often become “one-hit wonders,” rather than a reliable source of competitive advantage.

The Just-in-Time organization has a distinctive culture that gives it a competitive advantage. When big things change in its environment, it adapts successfully. People in the just-in-time organization are typically motivated more by values and pride in their company.

Although it manages to hold on to good people and performs well financially, the just-in-time organization has not yet achieved peak performance. This type tends to miss opportunities by inches rather than miles, and to celebrate successes that are marginal rather than unequivocal. Despite its frustrations, however, it can be a stimulating and challenging place to work. It just needs to transition to a more stable and sustainable management model.

The coherence index specifically measures the coherence or consistency of your organization's strategy. Most just-in-time organizations will score moderately high 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 just-in-time organization?

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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.
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