Business Architect:

Winning Organization

Organizational Fitness Profile (OFP) Road-Mapping

Identifying Weaknesses of Your Organization and Taking Corrective Action

By Vadim Kotelnikov. Main source of information: Extreme Management, Mark Stevens

 "The greatest thing in this world is not so much where we are, but in which direction we are moving." ~ Oliver Wendell Holmes

 

9 Signs of a Losing Organization     Yin-Yang of a Winning Organization

 

The Goals of OFP Road-Mapping and Corporate Management

  • OFP road-mapping to chose and do the right things

  • Corporate management to do these things well

 

 

The OFP Process

  1. Orientation and Planning

    • Members of the top management team commit themselves to an enquiry that will dig into the efficiency of their organization and leadership principles

    • The top management sets the ground rules for nondefensive communication, defines the game plan and objectives

    • The top management team develops a "Statement of Strategic and Organizational Direction" that articulates the links between the company's competitive context, performance goals, business strategy, and needed organizational and cultural changes.

    • The top management team composes a task force of a cross section of middle managers from different functions and appoints it to collect the organizational information

  2. Data Collection

    • Members of the employee task force are trained to conduct open-ended interviews with employees and customers and collect information about specific management practices and arrangements that help or hinder the implementation of specific strategies.

    • Consultants conduct interviews with members of the top management team about their effectiveness.

  3. OFP Meeting

    1. Completing and analyzing the feedback gained from interviews

      • 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.

    2. Using a systemic model, the top management team assesses the consequences of organizational deficiencies identified by the task force and then evaluates their causes.

    3. 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.

    4. 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.

    5. 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

 Discover more!

Losing Organization

How To Prevent Innovation

Winning Organization

Balanced Organization: 5 Basic Elements

Innovation-friendly Organization

Entrepreneurial Organization

Adaptive Organization

Flat Organization

Employee Empowerment

Cross-functional Management

Cross-functional Teams

Coaching Organization

Inspiring Corporate Culture

Fast Company

Getting Rid of Bureaucracy

Google's 10 Golden Rules

Enlightened 21st Century Organization Quiz

Organizational Change

Organizational Transformation

Change Program

Behavioral Change

Change Resistance

Leading Change

Why OFP?

Even the best corporate leaders can be blind to core personal and organizational weaknesses that are hidden within the business structure and create obstacles and barriers that prevent their business units from achieving optimal performance. Harvard Business School professor Michael Beer and consultant Russel A. Eisenstat developed and innovative process, the Organizational Fitness Profile (OFP), that can help corporate renewal, X-ray your organization, identify its weaknesses, and take corrective action.

Balanced Organization: 5 Basic Elements

Innovation-friendly Organization

Why Organizational Change Fails: 8 Common Errors

The Road Map for Conducting the OFP Process

1. Orientation and Planning

 

During a one-day meeting led by a consultant or facilitator, the top management team develops a "Statement of Strategic and Organizational Direction" that is used both to communicate and explain the logic behind the strategy and as a stimulus to collect organizational information on barriers to implementation.

After the statement is issued, the top management team composes and commissions an employee task force to interview customers and employees.

2. Data Collection

While interviewing top customers and employees, the task force members ask the basic question: "What do you perceive as the strengths and/or barriers to implement our strategy and accomplish our goals?" Consultants conduct interviews with members of the top management team about their role and management style that help or impede top team effectiveness.

3. Meeting

The task force completes and analyzes the feedback gained from the interviews during a tree-day OFP meeting. It begins by reporting what it has found in its interviews, using a set of pre-arranged topics as its anchor. These topics relate to a classic systemic model of how to analyze an organization, and answer the questions:

Leadership-Management Synergy

Leadership Attributes

12 Leadership Roles

The task force's report enables the top team of managers to analyze:

  • how well they are leading the organization

  • how they can change their behavior

  • how to restructure the organization so as enable it to transform itself.

Then, the top management develops a corporate renewal strategy and an implementation plan. Focus is placed on projects that directly improve business performance as well as on the organization's design and the top management functioning. The latter include roles, responsibilities, meetings, and decision making. Projects are typically conducted by consultant-assisted cross-functional teams, and are supervised by the top management team.

The changes and the implementation plan proposed by the top management team are evaluated by the task force that gives its reaction to management. This assessment:

  • serves as a reality check on the adequacy of top management's plans

  • establishes a partnership between senior management and employees in managing change.

In those cases where OFP proves to be highly effective, it serves as a template for continuous organizational learning and improvement.

 

Synergistic Organization

Inspiring Corporate Culture

Continuous Improvement Firm (CIF)