The Passive-Aggressive Organization
“Everyone agrees, but nothing changes.”
Congenial and seemingly conflict-free, this organization builds consensus easily but struggles to implement agreed-upon plans.
Org DNA Profiler
Find out how effectively your organization operates.
Trusted by leading global enterprises for decades, the Org DNA Profiler provides clear, root-cause insight into how your organization operates - based on its core building blocks.
Before driving transformation, navigating change, or scaling AI, leaders need a clear view of how their organization really works.
Start the SurveyOrganization models
We have identified seven organizational models based on how an organization's DNA comes together.
Decades of Strategy& research underpin these models, revealing the patterns that shape how organizations execute.
“Weak execution” Organization models
“Strong execution” Organization models
The Just-In-Time Organization
“Succeeding by the skin of our teeth...”
Inconsistently prepared for change, but can “turn on a dime” when necessary, without losing sight of the big picture.
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.
The Military Precision Organization
“Flying in formation...”
Often driven by a small, involved senior team, it succeeds through superior execution and the efficiency of its operating model.
The Outgrown Organization
“The good old days meet a brave new world.”
Too large and complex to be effectively controlled by a small team, it has yet to “democratize” decision-making authority.
The Resilient Organization
“As good as it gets...”
Flexible enough to adapt quickly to external market shifts, yet steadfastly focused on and aligned behind a coherent business strategy.
The Fits-and-Starts Organization
“Let 1,000 flowers bloom.”
Contains scores of smart, motivated, and talented people who rarely pull in the same direction at the same time.
Note: Companies are typically mosaics - combining elements of multiple profiles. The diagnostic identifies the dominant model and the coherence of the pattern.
Building Blocks
Four building blocks behind every organizational model
At the core of this approach are four interconnected building blocks that shape how organizations execute - working together to determine overall effectiveness.
What People
Do
Decisions and
norms
Decisions describe the underlying formal mechanics of how and by whom decisions are truly made, while Norms represent the unwritten rules of how we do things around here.
What Drives
People
Motivators and commitments
Motivators are the objectives, incentives and career alternatives available to employees, while Commitments are the unwritten aspirations that drive and motivate people for the organisation and themselves.
What People Pay
Attention To
Information and mindsets
Information describes how performance is measured, activities are coordinated, and knowledge is transferred, while Mindsets describe the deeply held beliefs that employees apply when processing information.
How People
Relate
Structure and
networks
Structure represents the formal organisational model, including “lines and boxes”, while Networks are the informally connected groups of individuals used to communicate, make decisions, or obtain support.
Get in touch
Earl Simpkins
Principal, Strategy&
United States
Matthew Siegel
Principal, Strategy&
United States
Christopher Hannegan
Principal, Advisory, PwC
United States
Bhushan Sethi
Principal, Advisory, PwC
United States
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