1. Using a Model for Organisation Diagnosis
Caryn Kaftal
corporate research forum
2 March 2011

2. Solving problems of organisation effectiveness
Prior
Notions
Symptoms
What Data?
Collect Data
Analyze Data
Understand Problems and Causes
Identify Solutions to Problems
Develop Action Plans
Take Action
Data
Info Kx
Action

3. Collect the right kind of data
Point #1
Collect the right kind of data
Am I asking the right questions?

4. Organizations as Systems
Input
Output
Transformation
Mechanism
Feedback

5. Think in terms of the whole system
Point #2
Think in terms of the whole system
Am I considering the overall context?

6. The Congruence Model of Organisation Effectiveness
INPUT
OUTPUT
The Organisation
Environment
System
Strategy
Resources
Unit
History
Individual
David A. Nadler—Mercer Delta Consulting

7. Congruence Model The Organisation Informal Organization Formal Work
INPUT
OUTPUT
Environment
System
Formal
Organization
Resources
Strategy
Work
Unit
History
Individual
People

8. Put the data into context
Point #3
Put the data into context
Am I looking at how the whole system works together?

9. Congruence: Core Hypothesis
“Fit” = Effectiveness
Organizations will be more effective in transforming strategy into performance,
to the extent that they
create congruence among components

10. Management Challenges
Business Design
Strategy
Output
System
Unit
Individual
Input
Environment
Resources
History
Work
People
Formal
Organization
Informal

11. Management Challenges
Strategy
Output
System
Unit
Individual
Input
Environment
Resources
History
Work
People
Formal
Organization
Informal
Strategy-
Organisation
Alignment

12. Management Challenges
Organisation Architecture
Strategy
Output
System
Unit
Individual
Input
Environment
Resources
History
Work
People
Formal
Organization
Informal

13. Bring the system into alignment with the strategy
Point #4
Bring the system into alignment with the strategy
Where will I get the greatest
leverage?

14. What kind of questions to ask?
How would you describe the strategy? To what extent is it widely shared?
What are our critical strengths in delivering this strategy? Weaknesses? How does this compare to our competitor’s position?
What is our unique value proposition? How do our people, our culture and our structure contribute to delivering this proposition? What gets in the way?
What do we most need leadership to deliver to succeed in the future? What needs to change? What are our strengths to leverage? Weaknesses to avoid?
How would we define our culture? What, if anything, should we focus on to facilitate execution?
What are the strengths of the systems and processes delivering our strategy? Weaknesses?
How do the ways we organise help or hinder our ability to win in the future?
How consistent are the messages we hear? To what extent do they reinforce the challenges we face?

15. The Burke-Litwin Model