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3. OFP Meeting
Completing and analyzing the
feedback
gained from interviews
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Sited in an outer circle, the top
management team listens to the task force, seated in an inner
circle, discuss its findings. This process is "carefully
orchestrated to allow the task force to present a complete and
accurate picture of even the most politically sensitive barriers
to strategy implementation. Guided by ground rules for
nondefensive communication, the top team dialogues with the
employee task force at the end of each presentation".
-
After the dialogue concludes, the task force departs, and
consultants feed back a summary of the major themes from their
interviews with the members of the top management team. The
issues related to the role or style of any team member,
including the CEO, that is helping or impeding the top team
effectiveness, are discussed.
Using a systemic model, the top
management team assesses the consequences of organizational
deficiencies identified by the task force and then evaluates their
causes.
Using the OFP, the top management team develops a broad model and
vision of how the
company should be redesigned to
implement the new strategy more
effectively, and an implementation plan.
The top management team gathers with the task force to review the
findings and what they plan to do. Meeting separately, the task
force evaluates the proposed changes and the implementation plan,
and gives its reaction to the top management.
Developing a template for ongoing organizational learning and
improvement:
-
defining a continuing role for the
task force in evaluating the organizational progress and
identifying areas of weaknesses and opportunities
-
"implementing a
project management
system for the ongoing commissioning, conduct, and review of
organizational improvement efforts"
-
annual or bi-annual readministration of OFP for the
→
business as a whole
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