Organizational Behavior Designing organizations that understand what performance-driven execution is really about means designing disciplined behaviors to change a culture’s health. One of the most misaligned approaches to bridge culture to the trends in the markets is continuing to try to keep pace with an evolving marketplace to make the pieces (people, systems, processes) fit together to deliver results. This is a result of driving the organization towards yesterday’s problems and challenges. Your competitors and customers are pushing you on a daily basis to find a new way to compete and meet their needs. Countless reorganizations, mergers/acquisitions, growth or downsizing, and changes in leadership have led to an organization that no longer fits the industry pulse or heartbeat of keeping things aligned to perform. The way your organization is designed could deliver on any strategy—or none at all! What you need is a design that will not only enable success, nor jeopardize it; what you need are the right behaviors to do the right things to get the right things done. We bring knowledge and expertise on organization design and behavior, and a process for ensuring your leaders understand the trade-offs inherent in aligning your organization with strategy and ambition. We take a systemic, but unconventional view of the needed wisdoms to view your existing conditions and environment to make sure they are right for where you would like to go in your Future Picture. We push your leaders to find the “sweet spot” between what your marketplace demands and what your organization can deliver. We ensure you’ve got a realistic plan of action to execute your design behaviorally and ensure the organization is ready to run when you need it, too.
- Will your organization be prepared for what’s around the 5-10-20 year corner in the marketplace to take advantage of it with an organizational model that enables flexibility, agility, and success?
- Are your leaders prepared to answer how the organization plans to go beyond best practices—and get the same answer from each of them?
- Is your organization a drag on performance rather than an accelerator?
- Are you constantly working around the systems/processes/people to get real work done?
- Do your organizational behaviors resemble every one of your competitors as opposed to leading the necessary strategic advantage?
- Have recent market changes led to a significant disconnect between your size/scope/responsiveness/mission and what the market demands?
- Does organization design and culture simply mimic organization charts or fancy motivational pictures as opposed to a comprehensive set of decisions that drives performance?