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 resilient organization: “As good as it gets”

Flexible enough to adapt quickly to external market shifts, this organization remains steadfastly focused on and aligned behind a coherent business strategy.

This forward-looking and self-correcting type of organization anticipates changes routinely and addresses them proactively. When it does hit a bump in the road — as all companies do — the resilient organization distinguishes itself in its response, which is immediate, thorough, and constructive. It attracts motivated team players and offers them not only a stimulating work environment, but also the resources and authority necessary to solve complex problems.

The resilient organization has a distinctive culture that is disciplined in focusing its efforts on areas in which it can win. Senior people “walk the talk” and deliver consistent messages. Collaboration and commitment run high across the Resilient organization with influence based on reputation, credibility, and relationships.>

This is the healthiest organizational type. The firm is in good working order, but that’s no invitation to complacency. Consistently, Resilient companies know better than to believe their own press. They’re always scanning the horizon for the next competitive battle or market innovation.

The coherence index specifically measures the coherence or consistency of your organization's strategy. Most resilient organizations will score 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 resilient 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.