Purpose of the organisation
• What is the real purpose of this organisation?
• Why does it exist? What does it exist to do?
• Why are we really here at all?
People at all levels will often struggle to strip away the old “mission statement” or strapline with which they have “sold” the company over the years, but there has been some valuable research in recent years about the differences in performance between a company purpose focused on customers compared to company purpose focused mainly on shareholders. People do need to get back to grass roots and rediscover, or reinvent, their reason for being. Where people in the organisation are aligned behind a Purpose they feel passionate about, it will make all the difference in terms of motivation and delivery.
Vision
• What is our collective vision?
• If we were to be hugely successful in say, two years’ time/ 5 years’ time, what would it look like?
• What would be different?
• What would we all be seeing, doing, saying, thinking and feeling about the organisation and the service we give to our customers?
• What would our customers/ stakeholders/ partners be seeing, saying and doing differently?
Goals
• What are our strategic goals?
• To what extent are theses goals aligned with our Purpose and Vision?
• To what extent do people at every level of the organisation understand the strategic goals and the role they, their department/ division and teams play in contributing to the delivery of the strategic goals?
• How do individual objectives and goals relate to organisational objectives and goals?
• How are people throughout the organisation involved in developing strategy and goals?
• How are they kept informed of progress towards meeting them?
• How are they recognised and/ or rewarded for their part in helping to achieve organisational goals?
• How do we keep the organisation focused on strategic priorities without over-cluttering the agenda?
• How do we rationalise the number of strategic priorities and goals?
Values
• What are our organisation values?
• Do we have any stated values?
• If so, are they values that support the organisational Purpose and Vision?
• If they don’t, how do we go about developing new values that do?
• How did we/ do we go about involving people in the development of those values?
• How do we know whether or not our people, our partners and our stakeholders are supportive of our values/ are aligned behind our values?
• How do we ensure that the demonstration of our values is an intrinsic part of our performance management and reward systems?
• What happens when people in the organisation behave contrary to our values?
• How do we ensure that people know that we mean and do what we say?
Beliefs
• What do we believe about ourselves?
• What are the helpful beliefs we have about ourselves as an organisation?
• What are the unhelpful things we believe and say about ourselves?
• What are the long-standing myths, metaphors and rumours that we allow to be perpetuated?
• What damage have they done in the past and what potential damage can they cause if not challenged?
• What do we need to do to ensure that everyone can perpetuate and live the more helpful beliefs we have about ourselves?
Capabilities
• What capabilities do we have that we are proud of?
• What is the range of capabilities we have a) within the top team? b) the organisation b) within different levels and functions of the organisation?
• What leadership capabilities do we have?
• What capabilities do we need to further develop to help meet our Purpose, Vision and Values?
• What capabilities do we still reward that are no longer appropriate for our business?
• What capabilities do we not recognise and reward that we should do?
• How do we lead and develop our people so that their behaviours are consistent with our Purpose, Vision, Values and Beliefs?
• What does inspirational, motivational and facilitative leadership look like for us?
• To what extent do we deliver that?
• What leadership development strategy do we need to put in place to ensure that we lead with integrity and that people throughout the organisation are developed to fulfil their potential and help meet our strategic goals?
• How do we ensure that we fully develop
• Management capability?
• People capability?
• Team capability?
Behaviours
• What behaviours do we need to demonstrate throughout the organisation and in different levels and functions that will help us meet our Purpose, Vision and Values?
• What behaviours are we aware of that are hindering us in terms of the above?
• What behaviours do we need to help people develop (in management levels, functions and teams)?
• How do we currently recognise and reward collective and individual behaviours that help us achieve our goals?
Environment
• What is our operating environment?
• What challenges does that present us?
• How do we keep ahead of the market?
• How much competitor analysis do we do on an ongoing basis?
• How do we keep abreast of new markets, challenges, opportunities, threats/ How do we understand and improve on our own weaknesses?
• To what extent are people throughout the business capable of doing this?
• What do we need to put in place to help them develop the skills they need in competitive markets?
• What is our physical environment like?
• How does our physical environment help us/ hinder us (in terms of siting, operation of smooth and effective systems and processes, effective team working and comfort and convenience for people and individuals).
• What are people’s working conditions/ contractual conditions like?
• To what extent do HR Policies, strategies, systems and procedures support the ethos, purpose and vision of the organisation, as well as reflecting best practice and legislative compliance?
• How well trained are managers in best HR practice? How does the organisation ensure consistency or application?
Important point to note:
Depending on the organisation, its culture, its historic way of doing things, its budget (OD is an investment) and the expected outcomes, there is a range of different diagnostic frameworks that can be used. Most OD consultants or specialists would know about or have access to these methodologies.
Example 1: EFQM (the European Foundation Quality Model). Go to www.efqm.org
For more information.
N.B It is wise to ensure that you appoint a qualified EFQM practitioner to work with the organisation.
Example 2: The Burke Litwin Causal Model of Organisation and Change, which encompasses twelve organisational variables. These are: external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirements and individual skills, motivation, individual needs and values, and individual and organizational performance. It is based on previous models, empirical studies, and OD practice.
Again, it is wise to appoint someone who has knowledge of the range of diagnostic models and frameworks that that can be used, as some are always more appropriate to certain organisations and circumstances than others. Details of the Burke Litwin Model can be easily found on the internet.