Diagnostic Workshops Organizational analysis provides insight into what really promotes success and failure – what it is that gives the decisions management need to make the right “sense of urgency”.
It creates awareness of what really supports and limits the organization’s strategy.
SENSE of urgency:
• Cleans up the past and beats a line in the sand
• Cleans up the communication channels
• Creates the basis for an environment driven by collaboration and teamwork
• Tests adaptation level in the organization and culture and entropy
• Legitimizes any need for change and initiates the process of change
• Increases management’s awareness of their interdependence
• Identify the “must-win battles”.
The results of aDiagnostic Workshop
A diagnostic process is a diagnosis of status quo and well being. It is the management team that performs the diagnosis. They evaluate the situation and establish a common understanding of what the diagnosis means for the future, and what needs to be done to bring the organization up to its optimum performance.
• What is the organization’s leaders take, on decining what is urgent here and now?
• What is the mutual understanding of the current “sense of urgency”?
• What possibilities exist to can create better results?
• What areas promotes and restricts culture performance?
The organizational analysis is not a traditional tool to create improvements, although there often comes a whole lot of improvement ideas out of it. A diagnostic workshop is a tool that combines the management team around a clear “sense of urgency” for the current status and future challenges.
The organizational diagnosis provides a comprehensive overview:
1. All in leading the team understands all the situation in the same way and what it means for the future.
2. The conclusion provides an overall picture of the organization; all elements that are at state, culture, structure, strategy, planning and control, and the main processes: customer interface, transformation, human factors and financial factors. These factors are considered in their entirety, and you reach a common understanding and an the same understanding of the many factors that affect the organization’s performance.
Company Case
Iceland Air – growth in profit, top line, accuracy and satisfaction
Iceland Air was at the end of 2012, was recognized for being one of the few carriers that are able to make money. Not only were they growing, they had high customer satisfaction and was among the four best to comply with departure and arrival times.
Iceland Air’s newly recovered success started on a Diagnostic workshop in 2009. It was shortly followed up by a significant strategy work, which involved a culture of measurement and process among employees, where they were given the opportunity to make their contribution to the mission and vision. Then came a job in the management team that focused on core services and the hub in Iceland.
Results record has since 2009 been the backbone of the strategy and development. Iceland Air has since, as a few airlines delivered a good profit in “flag-line” market (often also called “legacy” companies e.g. SAS, KLM, BA, Lufthansa, KLM etc.).
Contact
Bjarne Kastberg
Organisatoriske Analyse
Organisatoriske analyser giver indsigt i hvad der virkelig giver succes og fiasko – hvad der giver ledelsens beslutninger den rette ”sence of urgency”. Det skaber bevidsthed om, hvad der virkelig understøtter og begrænser organisationens strategi.
Sense of urgency:
Rydder op i fortiden og slår en streg i sandet
- Rydder op i kommunikationskanalerne
- Skaber grundlag for et miljø båret af samarbejde og teamwork
- Tester tilpasningsniveauet i organisationen samt kultur & entropi
- Legitimerer eventuelle behov for forandring og igangsætter forandringsprocessen
- ger ledelsens bevidsthed om deres indbyrdes afhængighed
- Identificerer ”must win battles”
Resultatet af Diagnostic workshop
En diagnostisk proces er en diagnose af organisationens status quo og sundhedstilstand. Det er organisationens ledelsesteam der udfører diagnosen. De vurderer situationen sammen og etablerer en fælles forståelse for, hvad diagnosen betyder for fremtiden, og hvad der skal gøres for at bringe organisationen op på dens optimale præstation.
- Hvilken opfattelse har organisationens ledere af hvad der er påtrængende nødvendigt at gøre her og nu? Hvad er den fælles forståelse for den aktuelle ”sence of urgency”?
- Hvilke muligheder findes der for at skabe bedre resultater?
- På hvilke områder fremmer og begrænser kulturen performance?
Den organisatoriske analyse er ikke et traditionelt værktøj til at skabe forbedringer, selvom der ofte kommer en hel masse forbedringsideer ud af det. En diagnostic workshop er et værktøj, der forener lederteamet omkring en klar ”sense of urgency” med henblik på nuværende status og fremtidige udfordringer.
Den organisatoriske diagnose giver et helhedssyn
- Alle i lederholdet forstår alle situationen på den samme måde og hvad den indebærer for fremtiden.
- Konklusionen giver et helhedsbillede af organisationen, dvs. alle elementer der er på spil, kultur, struktur, strategi, planlægning og kontrol samt hovedprocesserne: kundeinterface, transformation, human factors og finansielle faktorer. Disse faktorer betragtes i en helhed, og man får en fælles forståelse og et alignet syn på de mange faktorer der påvirker organisationens performance.
Company case
Iceland Air – vækst på profit, toplinje, præcision og tilfredshed
Iceland Air er med udgangen af 2012 blevet anerkendt for at være et af de få luftfartselskaber, der er i stand til at tjene penge. Samtidig vokser de, har høj kundetilfredshed og er blandt de 4 bedste til at overholde afgangs- og ankomsttider.
Iceland air´s genvundne succes startede på en Diagnostic workshop i 2009. Den blev efterfuldt af et betydelig strategiarbejde, som involverede en kulturmåling og en proces blandt medarbejderne, hvor de fik mulighed for at give deres bidrag til missionen og visionen. Derefter fulgte et arbejde i ledergruppen, der fokuserede på kerneydelserne og hubben i Island.
Resutatet har siden 2009 været grundelementet i strategien og udviklingen. Icelandair har siden, som et få flyselskaber leveret en god profit i ”flag-line” markedet (ofte også kaldt ”legacy” selskaber f.eks., SAS, Finnair, BA, Lufthansa, KLM etc).
Kontakt
Bjarne Kastberg
