Organisational Alignment looks at the maturity of an organisation and examines the alignment between the leaders, the Purpose, Vision and the Values with particular attention given to the ability of the leaders to communicate with each other and others in the organisation.
The initial investigation comprises of a diagnosis of the organisation as seen through the eyes of the employees or members. This diagnostic is in the form of a questionnaire comprising of 130 characteristics that describe the organisation. These characteristics are positive and negative. Candidates are asked to identify 10 characteristics that they think describe the organisation.
The questionnaire is in two parts:
Part 1 – examines how they see the organisation at present.
Part 2 – examines how they would like to see the organisation in the future.
Once the diagnosis is done we implement a change process to bring alignment to the organisation. This is described at the end of this report.
As an organisation in itself cannot be mature or immature, we assess the maturity or immaturity of the leaders. This is important because the maturity of the leadership effects the organisation dramatically.
Maturity produces … Organisational Endurance
Immaturity produces … Organisational Entropy
Organisational Endurance is the ability the organisation has to survive and flourish in its environment.
Organisational Entropy is the amount of energy and time wasted in the interaction of the members. This wastage can be defined in monetary terms as a percentage of the costs of running the organisation.
Spheres of Maturity
We have identified 7 spheres or aspects of maturity in an organisation. These are:
The organisation is looking beyond the community to the world, the environment, the next generation of business, and legacy
The organisation is looking beyond itself to the community and asks how it can serve
The organisation begins to function to its maximum. Profitability increases dramatically as all the parts work together
4. Stretching / Searching
The time comes when the question is asked: “Is there more than this?” People want to do more than just make money
3. Supporting / Relationships
Good relationships and communication need to be deliberately nurtured
2. Systems / Skills
The second task is to put systems, standards, processes, policies in place that enable staff to be productive
The first priority of any organisation is to make a profit. If there is no profitability the business cannot survive
The Journey to Maturity
Maturity is the product of a journey. It is a journey from selfishness to selflessness, from being me-focussed to other-focussed, from independence to interdependence.
Once the basics are in place they remain in place and other spheres or aspects are added. A mature organisation will have an even spread over all 7 spheres as in the diagram below.
It can take decades for the leaders to grow to the place where all 7 spheres are evident.
This is an attempt to move beyond “gut feel” and to identify the characteristics and quantify the impact on the organisation. It is subjective in that it asks for the opinion of each of the members, but if they are honest the results are accurate. Once the assessments have been completed the number of occurrences of the different characteristics are added up and the top 10 identified.
Each of the characteristics has an assigned sphere (1-7).
The Change Process
We examine the difference between Values and Value. Our definition is that Values are what we aspire to, but Value is what we live. These might or might not be the same. Our premise is that Maturity is defined by what we value.
The organisation is taken through a process where stated values are correlated with actual “lived out” values (Value).
We begin to align Value, Values and Characteristics. The characteristics are identified in the questionnaire. We analyse present characteristics with future (desired) characteristics and plan a roadmap to move forward.
We overlay characteristics with the wiring of the leader, examining how the DNA of the leaders impacts their contribution to the organisation, and helping them maximise their input.
We implement the Teambuilding Scorecard. This is a process that examines the elements that are needed to build great teams. It then develops strategies, action items and KPI’s for each of them.
Doing an Organisational Alignment Assessment