Model and Related Services for Improving Enterprise-Wide Business Results

1. Model and Related Services for Improving Enterprise-Wide Business Results

2. There are 7 Fundamental Elements of Organizational Capability in every Organization

3. Element #1: SHARED MISSION, VISION, VALUES Shared Mission, Vision and Values A Shared, enterprise-wide understanding of, and commitment to: (1) what the organization’s chosen work and reason for existence are (Mission); (2) what the organization’s goals and envisioned future are (Vision); and (3) what the organization stands for collectively as an institution, and how its members aspire to act and interact with each other and the customer (Values).

4. Element #2: STRATEGY Strategy What the organization needs to do to achieve its goals, and how it intends to do it in the context of existing internal core competencies and external market and economic realities.

5. Element #3: STRUCTURE Structure The way the organization needs to be operate to ensure optimal execution of strategic performance objectives.

6. Element #4: SYSTEMS Systems Those systems, processes and procedures required to: (1) provide the valid information necessary to enable the effective execution of required performance; (2) measure, evaluate and improve such performance; (3) identify and solve performance problems; and (4) make informed decisions.

7. Element #5: STAFF Staff Those people best qualified to do the necessary work of the organization.

8. Element #6: STYLE Style The way stewards manage their respective stewardships, or areas of responsibility, in connection with stewards in other roles.

9. Element #7: SKILL Skill The skills and corresponding training and development required to enable members of the organization to effectively perform according to the requirements of their respective roles or stewardships.

10. Putting it all together

11. The “7S” Model*:An Overview*Adapted from the original version of the McKinsey 7S Framework, placed in the public domain through the publication of In Search of Excellence by Peters and Waterman.

12. The “7S” Model Strategy Systems Structure Shared, Mission, Vision, Values Style Skills Staff

13. The “7S Model” is a Strategic Organizational Development tool and Leadership mind-set.When utilized by management in the pursuit of enterprise-wide alignment, the ‘7S Model’ becomes the scaffolding upon which the company’s ability to consistently produce needed and desired results is built.“7S Alignment” is, in other words, the Meta-Strategy for organizational excellence and sustained competitive advantage.

14. Deconstructing the 7S Model:6 Crucial Areas of Alignment

15. #1: Align STRATEGY and STAFF with the MISSION, VISION and VALUES to create the primary “Strategic Link to Success” Strategy Mission, Vision and Values Staff

16. #2: Align STAFF with MISSION, VISION, VALUES to ensure they are “SHARED” to create a high-performance culture Mission, Vision, Values Shared Mission, Vision, Values Staff • Strategic Dialogue • Behavioral Norming

17. #3: Align STRATEGY and SYSTEMS for informed strategic planning and management, STRATEGY and STRUCTURE to create an operating system for high-performance-to-plan, and SYSTEMS and STRUCTURE to assess operating system fit and efficacy-to-strategy Strategy Systems Structure “Hard S” Alignment

18. #4: Align STYLE & SKILL with the SHARED MISSION, VISION and VALUES, and STYLE, STAFF and SKILL with each other to ensure consistently effective execution Shared Mission, Vision and Values Skill Style Staff “Soft S” Alignment

19. #5: Align STAFF, STYLE and SKILL (i.e. “Soft Ss”) with the STRUCTURE with to optimize enterprise-wide employee productivity Structure Skill Style Staff “Functional Alignment”

20. #6: Align SYSTEMS with STAFF, SKILL and STYLE to ensure consistently effective performance-to-plan through the production of valid information Systems • Decision-Support Systems • Performance Management Systems • Skill training needs, design, assessment and ROI Systems Skill Style Staff “Soft S” Systems Alignment

21. CAVEAT Each of the preceding six successive areas of “7S” alignment necessarily builds on its predecessor, and all are in turn required to consistently and effectively achieve desired, enterprise-wide business results for sustained competitive advantage.

22. Alignment Requirements Macro-requirements Theoretical congruence Process congruence Design congruence Policy congruence Micro-requirements Communication congruence Attitudinal congruence Expectations congruence Performance congruence

23. Aligned Or Not? How To Know The “7Ss” are necessarily considered to be “aligned” if and only if the organization is consistently getting the results it wants in all of its “key result areas.” In other words, organizations are perfectly designed and aligned to get the results they get. Correspondingly, the “7Ss” are necessarily considered to be misaligned (or insufficiently aligned) if the organization is not, over time, consistently (or at all) getting the results it needs or wants in any or all of its key result areas. Finally, and apart from the measurable results of the enterprise, it is determined that the “7Ss” are actually out of alignment (or misaligned) to the present or future detriment of the organization if any of the following primary conditions obtain: (Next slide)

24. Typical Conditions of Misalignment There is a reported or believed and an independently confirmed conflict or disconnect in theory, process, design or practice between or among any of the “7Ss” There is a reported and independently confirmed localized or widespread perception or belief that any given “S” is in conflict with any other “S” (or “Ss”) There are reported and independently confirmed localized or widespread competing or conflicting commitments and priorities within, between or among working units or roles within the company There is reported and independently confirmed localized or widespread confusion, and/or conflict, and/or and inconsistent or erratic performance There is an independently confirmed localized or widespread resistance to change, or the empirically determined existence of latent meta-resistance, i.e. a deeply embedded negative reaction to management.

25. Recommended Alignment Initiatives • Engage management and employees together to: • 1: Forge a Shared MVV (SMVV) through company-wide strategic dialogue and behavioral norming sessions. (See Slide 17) • 2: Assess the areas and degree of alignment (or misalignment) between and among the organization’s “7Ss”. (See Slides 16-21) • 3: Align the 7Ss as needed to ensure sustainable organizational excellence. (See Slides 13 and 16-21) • 4: Build internal capability for continuously ensuring enterprise-wide 7S alignment.

26. Professional Services Assess the Adequacy and Alignment ofthe seven fundamental elements organizational capability for consistently producing needed and desired results, and provide actionable recommendations for developing and aligning the organization. “7S” Workshop for Executive Management Teams to provide instruction, facilitate initial strategic alignment requirements, and create an approach and agenda for moving forward to achieve the six required areas of alignment specified in slides 16-21. “7S” Alignment through consultation and, if and where feasible and indicated, the creation and mobilization of “Strategic Employee Alignment Teams”. “7S” Facilitator Training to create and maintain internal capability for the facilitation of “dialogic engagement” and “behavioral norming” at all levels of the organization to ensure the Mission, Vision and Values of the organization are Shared, as specified in alignment area #2 (slide 17).

27. Professional Services, Con’t. Personal alignment workshops and coaching designed to empower and “self-align” leaders at all levels to: (1) manage the “paradox of success” (i.e. the phenomenon whereby one’s personal strengths become weaknesses that unintentionally undermine success); (2) work from one’s “circle of influence” rather than their “circle of concern” to build trust, productively influence/cause change, and avoid reacting to people or circumstances that affect them; and (3) “put first things first” by effectively managing their time and their life in relation to what is truly “important,” as defined by the organization’s and leader’s goals and core values. Stewardship workshop and related 1-on-1 coaching as needed to build aligned, empowered and accountable “partnerships” between and among interdependent roles, teams and team members.

28. Professional Services, Con’t. Action Assessment and Design workshop and related 1-on-1 personalized coaching (on-site or remote)for executives and managers. Facilitates the necessary unlearning and required new learning to transition from the existing embedded approach to management or leadership to an approach aligned with the Mission, Vision and Values of the company. This workshop and related coaching translates theory and intention to action through personalized action assessment and design employing “double-loop” learning technology. High-Performance Teambuilding workshop and facilitation for functional and other in-tact teams. Assesses team interactional dynamics and effectiveness and facilitates the required alignment of Staff, Style and Structure by “forming,” “storming,” “norming” and “performing” of the team to ensure high-performance.