HiTech Co. (Sample Company)
Organizational Capability Assessment
Discussion Document
This sample report was prepared by Mark Youngblood, the
developer of the Organisational Agility Assessment instrument.
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Organizational Capability Assessment
Table
of
Contents





Purpose and Methodology
Summary of Findings
Strengths and Enablers for Change
Weaknesses and Barriers to Change
Preliminary Recommendations
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Purpose & Objectives
 HiTech’s Strategy Team is evaluating several strategic
alternatives. The team wants to ensure that HiTech is
ready, willing, and able to implement the selected
strategies and sees this Organizational Agility
Assessment as a key element in that determination
 The Objectives for this study include the following
Successful
Roll-out
of the
New Strategies
 Assess the organization’s perceived need for change and
readiness and ability to implement these changes
 Identify organizational strengths that can be leveraged to
help with successful roll-out of the new strategies
 Surface the weaknesses and barriers to change that must
be addressed in order for the new strategies to be
successful
 Begin identifying actions that can be taken to address the
weaknesses and barriers to change
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Methodology Overview
 The Organizational Agility Assessment (OAA) is
designed to assess an organization’s overall Agility—its
ability to innovate and to respond rapidly to marketplace
changes
Assesses An
Organization’s
Agility
 The OAA is designed based on the characteristics of
leading edge companies such as Medtronic, Southwest
Airlines, Charles Schwab, and Starbucks in conjunction
with the processes of complex adaptive (natural) systems
 The assessment was distributed to a random sampling
of 940 HiTech Co. employees including all levels and
BU/SUs
 A total of 465 employee surveys were gathered for this
study
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Methodology Overview
 There were 28 questions in the survey that required a score
on a scale of 1 to 7 and two additional freeform comment
questions
HiTech
Overall
Scores
 We focus on the scores 1-2 (strongly disagree) and 6-7
(strongly agree) because this is where the emotional energy
is highest
3000
60
2500
50
2000
40
Disagree
Neutral
Agree
30
20
1500
1000
10
500
0
0
11%
56%
33%
Scores
#1
#2
#3
#4
#5
#6
#7
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Methodology Overview
HiTech
Agility
Factor
Scores
 The Agility Factor is the net of the Strongly Agree scores (6 and 7)
less the Strongly Disagree scores (1 and 2). This is a simple but
powerful indicator of the organization’s overall Agility. We find it
to be a more accurate indicator of the organization’s current state
than averages of the raw scores.
 Scores above +10 and below -10 are seen as statistically
significant as well as scores that significantly diverge from the
overall trend
Agility Factor By Question
60
40
1
2
3
20
9
7
4 5
6
8
19 2122 24
23 25
20
16
13
11
12
15
18
0
-20
10
14
17
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Methodology Overview
The overall score falls into four categories, each describing a
general type of organization
TYPE
BRIEF DESCRIPTION
I. Bureaucratic
“Industrial-era” organization—compartmentalized, control
oriented, hierarchical, rigid structures, centralized decision
making, inward focus, risk averse
II. Managerial
Kinder-gentler version of bureaucratic organization —more
creative and adaptable but still lags the market, relies on
heroic efforts to sustain performance
III. Agile
Change-adaptive, creative, employees committed to inspiring
vision, people are valued, inclusive and participative style,
committed to innovation and renewal
IV. Dynamic
Risk-taking, experimentation and innovation are the norm,
authority from know-how, flexible operating environment,
energized and committed employees
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Assessment Scores
HiTech’s scores indicate an Agility rating of Agile.
Relative
Rankings
Level 1
Bureaucratic
Level 2
Managerial
Level 3
Agile
Average
Agility
Factor
Level 4
Dynamic
21
-30
1st Quartile
-10
2nd Quartile
10
3rd Quartile
30
50
4th Quartile
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Capability Overview
The questions in the assessment are grouped into five “Capabilities,”
all of which are essential elements in creating overall Agility.
Capability
Description
Importance
Alignment
Organizational commitment to
shared vision, values and goals
Creates focus and momentum, and provides
people with a common reference point for
organizing behavior and making decisions
Adaptability
Employee’s freedom to anticipate
and respond to customer needs
Enables employees to respond quickly and
easily to the rapidly changing marketplace to
serve customers and improve the business
Collaboration Ability and willingness to cooperate Makes it possible for people to quickly and
to achieve win-win outcomes
easily work together with a high-level of
effectiveness to achieve business goals
Innovation
Ability to generate and sustain a
high-level of creativity & change
Provides a constant stream of breakthroughs in
performance improvement and new ideas for
new products and even new businesses
Vitality
Energy and commitment that
employees bring to their work
Creates the conditions where employees want
to contribute their discretionary commitment and
energy and achieve at their highest level
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Capability Summary Findings
HiTech’s Agility Factor scores grouped by Capability are highly positive.
Any average above +15 is considered a major strength. Two areas that are
markedly lower than the others are Adaptability and Collaboration. This
relates to issues that employees have with bureaucracy and lack of
cooperation across business units.
30
Capability
Summary
25
Alignment
Adaptability
Collaboration
Innovation
Vitality
20
15
10
5
0
Agility Factor
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Summary Findings
Overall, HiTech is fairly well-positioned to succeed in
implementing new strategies
 Overall, HiTech scores as a low-end “Agile” organization
 This means that HiTech is above average in the overall marketplace across
all industries in its ability to make the changes needed to remain
competitive in today’s market
 There’s a strong belief in the need for change across the company
and that HiTech is ready and able to make changes (Q28-29)
Strengths
 Employees are generally happy in their job and feel very strongly that
HiTech’s people are its greatest strength (Q1 + Q30 comments)
 People are loyal to HiTech , committed to its vision*, see it as a
company that lives its values and is committed to win-win
relationships (Q19, Q21, Q25, Q16)
 Employees believe that HiTech excels at addressing customer needs
and leads in introducing innovations* in the marketplace (Q28)
* indicates that there are discrepancies on this point between the statistics
and people’s individual comments.
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Strengths — Summary Findings
Employee comments reflect strong feelings and a high
level of consistency regarding these strengths
Employee
Comments
Were
Highly
Consistent
 People — commitment, expertise, experience, and character
 HiTech market share and years in the industry
 HiTech brand recognition and superior products
 Willingness to change
 Senior leadership
 Innovation
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Summary Findings
In certain areas, the scores indicate that HiTech has
barriers to change that need to be addressed in order
for HiTech to compete at the highest level
Barriers &
Concerns
 People believe strongly that bureaucracy is a problem in HiTech
(Q17)
 There is a perceived lack of cooperation across the organization
(Q14)
 Ineffective communication, including a lack of straight talk, is a
top concern across the company (Q28 comments, Q8)
 People think HiTech lacks urgency and that employees are afraid
to take risks and show personal initiative (Q6, Q12)
 Senior executives at times have dramatically higher scores than
do all other employees
 The business unit “strongly agree” scores were on average 30%
higher than those for HiTech overall
 Business unit #1 had consistently low scores, with “agree”
scores averaging 60% lower than the other divisions
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Summary Findings
Employees written comments validated scores on the
assessment and at other times seemed to conflict with them
Barriers &
Concerns
 Siloism and a lack of alignment around a common vision and
shared goals are seen as significant issues for HiTech
 Employees are strongly concerned about the uncertainty of their
jobs
 Employee comments reflect a concern about HiTech’s need to
address customer expectations and the quality of products and
services
 Many employees believe that HiTech does not innovate enough
and that the competition is ahead in certain areas
 People wrote that they felt overwhelmed by too much change and
lack the resources they need to do their jobs
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
Remaining Sections of the HiTech Report
Detailed Results for
Organisation and Business Units
Conclusions & Next Steps
Strategic Consulting Group
© 2001 Quay Alliance, Inc. All rights reserved.
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