Solutions: Organizational Diagnostics

In management, as in medicine, prescription without diagnosis is malpractice. We first have to ask, “Who are we?”

 

Companies know more about their industry, markets and competitors than themselves. It makes more sense to know more about what you can control than what you can’t.

 

What do your financial ratio trends show? What’s your enterprise value? Which value drivers show weakness?  How agile are you? How aligned is your culture? What’s your risk exposure? Which functions are high quality?

 

Let’s find out.

What Do You Know For Sure About Your Company?
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  • Is what you know about your company true?
  • Even if true now, will it still be in the future?
  • Do you really understand your financial performance and trends?
  • Have you quantified your enterprise value and key operational deficits?
  • Are your staff, management and stakeholders all on the same page?
  • Have you built and supported agile structures, processes and mindsets?
  • Do you understand and manage both upside and downside risks?
  • Are you committed to quality in processes, talent and communication?
Let Us Help With Organizational Diagnostics
  • Mission, Vision, Values and Purpose

    Companies and markets evolve with changes in technology, economics and social change. Leadership and customers change their preferences and priorities. These changes challenge the relevance of even the most powerful companies. Mission, vision, values and purpose statements – each distinctly different – are essential for a powerful strategy. A structured process clarifies these statements, making them memorable and compelling, and separating the authentic and foundational from the aspirational and ignored.

  • Operational Effectiveness

    The average company operates at 73% of its potential. However, executives rarely know how much or where this weakness is from. We’ll show you how to increase operational effectiveness and market readiness to grow company enterprise value or, for a nonprofit, to grow mission impact. We will identify your top growth opportunities and the ROI to capture them. Discover hidden “Red Flags” that could could destroy your company’s entire value. The highly validated CoreValue methodology is being used by more than 7,000 companies and nonprofits to strengthen their value and agility – demonstrated by an average annual growth rate of 21%.

  • Cultural Alignment

    Leaders assume they know the performance and criticality of various functions across the company. Staff and stakeholders rarely agree. Find out how well perceptions and reality are aligned on performance of key strategic, operational and cultural functions across your company and how important different people think they are to your success. A culture and performance assessment like QuadStrat engages your own staff to find out what they think, and a facilitated discussion teases out what strategic possibilities could increase alignment. This is a critical diagnostic for situations ranging from a new executive, preparing for a merger, preparing for strategy development or execution, or just to uncover hidden misalignment among managers.

  • Financial Strength

    Past financial results are no guarantee of future performance, but they can reveal strengths and weaknesses in operations. Trends in data and financial ratios show the relative contributions of different business units, service lines or products to overall profitability. Tools like ProfitCents or Corelytics in the hands of an experienced advisor give insights into performance and valuation and advise strategy.

  • Agility

    IBM’s Global CEO survey confirmed what most businesses know – 83% of executives say complexity is their biggest challenge. Less than half have an idea of how they will meet this challenge and 75% of companies have no mechanism to monitor trends. Even though agile companies produce returns 30% higher than their peers, few have assessed how agile they now are or how they can increase their agility. It is imperative to build agility into your corporate structure, strategy and culture. More than just responsiveness, agile companies anticipate change, are culturally and structurally ready, build responsive decision making systems and are confident of their ability to thrive.

  • Quality

    Total Quality Management may have been misapplied in its day but quality as a principle remains a key contributor to performance, especially as applied holistically to an entire organization. The Baldrige Criteria for Performance Excellence are considered one of the most cost-effective and comprehensive performance assessments available. Its focus on strategy addresses both development and deployment. Does your strategy development incorporate innovation, work systems and core competencies? Does your deployment track performance against projections and have a way to adapt?

  • Risk Exposure

    Risk assessment is too often considered as preventing negative outcomes. However, risk assessment should be thought of in terns of uncertain events or triggers that affect company performance – positive or negative. Knowing what uncertainties improve performance may  be more important than managing downside risk. Furthermore, comprehensive analysis of risk may reveal ways to hedge downside risks with actions that enhance upside risk. Strategy largely deals with uncertainties of the kind best advised by risk analysis but rarely included.

Stethoscope on chart papers
Organizational Diagnostics Is Only One Of Four Key Elements