Change Implementation Techniques for Laying a Foundation for New Ways

Technique 1.44 Organisational Intelligence Profile*i

{product-noshow 8|name|cart|picture|link|border|menuid:206|pricedis3|pricetax1}

To help understand the current organisational culture, fill in the questionnaire by answering 1 to 5; with 1 being a strong "no", 3 being "OK" and 5 being a strong "yes". Furthermore, this can be conducted for what you would like the organisation to look like in the future, ie desirable

1 Is there an ongoing "strategic conversation" throughout the organization, ie, a continuing discussion of the business environment and ways to meet the challenges it presents?

2 Is there a formal, disciplined process for "environmental scanning," ie, a systematic review of the business environment to identify key trends, threats, and opportunities?

3 Is there an annual strategic review, in which all executives and other key leaders reconsider the organization's environment, direction, and key strategic priorities?

4 Have the executives articulated a credible "value proposition," ie, the organization's promise to the marketplace, as the heart of the strategic concept?

5 Is there a meaningful and compelling statement of direction, ie, vision, mission, or key principles for guiding the enterprise?

6 Do managers use the mission or vision statement regularly for guidance in making key decisions and setting major priorities?

7 Does the organization have an effective process for identifying, developing, and promoting its future leaders and strategic thinkers?

8 Does management share plans, priorities, and operating results with employees?

9 Do people at all levels understand the key idea of the business and understand the overall strategic concept?

10 Do people in various departments help one another, share information and ideas freely, and generally support one another in getting work done?

11 Do employees express a sense of belonging, ie, a sense that they are a part of the organization and not merely employees of it?

12 Do employees express a sense of partnership with management, rather than a sense of alienation and animosity?

13 Do employees believe in the organization's prospects for success?

14 Do most employees see their relationship to the organization as potentially long‐lasting?

15 Are the products, services, and forms of value delivery continually evolving and keeping up with the changing demands of the business environment?

16 Are natural mechanisms in place to foster innovation, eg, experiments with new ideas, new product development teams, "skunkworks" department for new ventures, employee suggestion programs?

17 Are employees encouraged to find better ways to do their jobs?

18 Are people at various levels allowed to question the accepted way of doing things?

19 Is bureaucratic "underbrush" (eg, rules for the sake of rules, outmoded policies and procedures) kept to a minimum?

20 Are the leaders of the enterprise willing to admit their mistakes and cancel misguided ventures that aren't working?

21 Does management promote an atmosphere of openness to and acceptance of change, and of thinking about the business in new and original ways?

22 Do employees perceive the overall quality of work life in the organization as high?

23 Do employees believe that management has their best interests at heart?

24 Do employees express a sense of pride in belonging to the organization?

25 Are employees willing to put in extra effort to help the organization succeed and achieve its goals?

26 Do employees express optimism regarding their career opportunities with the organization?

27 Do managers approach their jobs with energy, enthusiasm, and optimism?

28 Do managers model commitment, energy, enthusiasm, and optimism in the eyes of the employees?

29 Is the overall structure of the organization appropriate to the business mission?

30 Do policies, rules, and regulations make sense in light of the key business priorities?

31 Do business processes facilitate employee performance and productivity rather than impede it?

32 Do the information systems and techniques empower employees to do their jobs effectively?

33 Do the information systems enable employees to create value for their customers?

34 Are authority and responsibility passed as far down into the organization as possible?

35 Are divisional and departmental missions aligned so as to facilitate cooperation and coordinated efforts, rather than inner‐unit conflict?

36 Are there natural "cultural" processes by which people share knowledge and exchange important business information?

37 Do managers show respect and appreciation for knowledge and education as key resources and work skills?

38 Are organizational boundaries "porous" to ideas and information, allowing people to share what they learn rather than "hoarding" information?

39 Do the information systems support the wide availability and free flow of useful operating information?

40 Do executives, managers, and key staff people continually study the latest business ideas, trends, and research results related to the business?

41 Has management instituted programs to support continuous learning and career development for all employees?

42 Do managers fully comprehend and appreciate the various individual skills, qualifications, and knowledge available from employees in their units?

43 Do employees at all levels understand clearly what their roles and responsibilities are, and what contributions are expected from them?

44 Do executives, managers, and supervisors communicate the performance goals, targets, and expectations clearly and continually?

45 Do supervisors act quickly and decisively to solve employee performance problems, rather than allow unproductive workers to undermine the efforts of productive workers?

46 Do senior and middle managers act to rehabilitate or remove failing managers, and do they require a high level of managerial competence in all leadership positions?

47 Do employees receive feedback about their performance and recognition of their contributions?

48 Do employees feel their work contributes to the success of the enterprise?

49 Do employees believe their compensation and career successes are fairly determined by their job performance?

Determining Organizational Intelligence Profile

By completing the scorecard you will identify the current status of your organisation and areas that need improving.

Question

Circle Your Answer

1

2

3

4

5

1

Strategic Conversation

1

2

3

4

5

2

Environmental Scanning

1

2

3

4

5

3

Annual Strategic Review

1

2

3

4

5

4

Have a Value Proposition

1

2

3

4

5

5

Statement of Direction

1

2

3

4

5

6

Using Mission Statement

1

2

3

4

5

7

Finding Future Leaders

1

2

3

4

5

8

Share Plans & Results

1

2

3

4

5

9

Understand Key Concept

1

2

3

4

5

10

Supporting and Sharing

1

2

3

4

5

11

Sense of Belonging

1

2

3

4

5

12

Sense of Partnership

1

2

3

4

5

13

Prospects for Success

1

2

3

4

5

14

Long Lasting Relationship

1

2

3

4

5

15

Processes Always Evolving

1

2

3

4

5

16

Ways to Foster Innovation

1

2

3

4

5

17

Encouraged to Improve Job

1

2

3

4

5

18

Allowed to Question

1

2

3

4

5

19

Minimum Bureaucracy

1

2

3

4

5

20

Leaders Admit Mistakes

1

2

3

4

5

21

Openness to Change

1

2

3

4

5

22

Quality of Work Life

1

2

3

4

5

23

Employees' Interests At Heart

1

2

3

4

5

24

Pride in Organization

1

2

3

4

5

25

Employees: Extra Effort

1

2

3

4

5

26

Career Opportunities

1

2

3

4

5

27

Managers' Attitude Toward Job

1

2

3

4

5

28

Managers Model Commitment

1

2

3

4

5

29

Structure is Appropriate

1

2

3

4

5

30

Policies Support Mission

1

2

3

4

5

31

Business Processes Help

1

2

3

4

5

32

Information Systems Empower

1

2

3

4

5

33

Information Systems ‐ Customer Value

1

2

3

4

5

34

Pass Responsibility Down

1

2

3

4

5

35

Department Missions Aligned

1

2

3

4

5

36

Culture of Sharing Know.

1

2

3

4

5

37

Managers Respect Knowledge

1

2

3

4

5

38

Boundaries Porous ‐ Ideas

1

2

3

4

5

39

Operating Information Flows

1

2

3

4

5

40

Executives Study Latest Ideas

1

2

3

4

5

41

Employee Development

1

2

3

4

5

42

Managers Appreciate Skills

1

2

3

4

5

43

Understand Expectations

1

2

3

4

5

44

Managers Communicate Goals

1

2

3

4

5

45

Managers Solve Performance Problems

1

2

3

4

5

46

Bad Managers Not Tolerated

1

2

3

4

5

47

Employees Receive Feedback

1

2

3

4

5

48

Employees: My Work Contributes

1

2

3

4

5

49

Advance on Merit

1

2

3

4

5

Notes

i) 2002 Karl Albrecht International. All rights reserved. This document has been reproduced by special permission from Karl Albrecht International ‐ Email:This email address is being protected from spambots. You need JavaScript enabled to view it. ‐, and may not be further reproduced without prior authorization.

(source: Karl Albrecht, 2003)


Free
5 5 1 Product

1 Month

Start your Change Management Plan today

With our FREE Basic membership


FREE fast start guides to review your organizations

FREE access to change management knowledge base

FREE change management case review

 

JOIN NOW


Become a Member - the benefits:

  • Ability to download a hardcopy(s) of the entire 5 x volume knowledgebase
  • Copy, paste and print content of interest
  • Be personally notified about regular content updates
  • Receive advance copies of the newsletters (including interesting articles)
  • Receive notification of upcoming events like Change Management Masterclasses

designed by: bluetinweb

Free 1:1 Consultation

get a free 1:1 consultation to apply
the relevant concepts to your specific
change management project