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 overmanaged organization: “We’re from corporate, and we’re here to help”

Multiple layers of management create "analysis paralysis" in a frequently bureaucratic and highly political environment.

Burdened with multiple layers of management, the overmanaged organization is a case study in “analysis paralysis.” When it does move, it moves slowly and reactively, often pursuing opportunities later or less vigorously than its competitors. More consumed with the trees than the forest, managers spend their time checking subordinates’ work rather than scanning the horizon for new opportunities or threats. Frequently bureaucratic and highly political, this organization frustrates self-starters and results-oriented individuals.

Influence in an overmanaged organization is mostly dependent on title and role and collaboration across organizational lines is not a common occurrence. Senior people don’t “walk the talk” and rarely deliver consistent messages. People in the overmanaged organization are motivated more by incentives and rewards versus value and pride in their company.

If you work outside of headquarters in an Overmanaged organization, you’ve almost certainly had your decisions reversed by someone in Corporate who knows less about customer needs than you do. Perhaps customers approached you about a new program they saw advertised, and that was the first you’d heard of it. If you’re staff, you spend an inordinate amount of time anticipating questions that never come up and running analyses that go straight to the shredder. There’s a lot of wasted effort and stagnant information in the Overmanaged organization. Ritual promotions up the extended corporate ladder ensure that mediocrity prevails over merit.

The coherence index specifically measures the coherence or consistency of your organization's strategy. Most overmanaged 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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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.
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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.