Avoiding Layoffs By Improving Your Organizational DNA

strategy dna chart

Image courtesy Booze Allen Hamilton

Organizations tend to fall into a perilous trap of thinking that transforming their organization is the secret sauce of turning their company around. Most certainly they can reduce costs by eliminating positions from said chart. Invariably, short term efficiencies erode revealing overlooked flaws such as innovative processes: information flows, motivation, decision making and execution.

10 precepts have remained useful, for empowering people and unlocking any organization’s potential.

Every company may seem unique, but in their enterprise-wide behavior, they fall into just seven behavioral patterns (in order from the least to most effective at execution): passive-aggressive, overmanaged, outgrown, fits-and-starts, just-in-time, military-precision, and resilient.

No matter how pernicious a performance problem may seem, other companies have undoubtedly faced it before —and some have prevailed, often by changing their organizational personality.

Most companies contain a mix of personalities—having two or three, or more business units that fall under different archetypes. This is especially true of companies that have made major acquisitions. For example, a 20-year-old technology powerhouse might be a resilient organization.

Strong execution is not self-sustaining. The 52 percent of respondents with a strong-execution archetype can’t afford to be complacent. In our experience, even a company with the most desirable profile, the resilient organization, must continually work to stay at the top of its game. For example, its leaders should relentlessly seek feedback from those closest to the market, encouraging and acting on criticism from customers and front-line employees, and taking action to address minor issues before they become bigger problems.

Performance is based on interdependent factors. Your organization’s DNA is made up of four pairs of building blocks: decision rights and norms, motivators and commitments, information and mind-sets, and structure and networks. The way that the building blocks combine determines your company’s aptitude for execution. It is crucial, then, for companies that want to improve their execution to consider the building blocks as a whole and not individually.[…]

via S&B

Jim Woods is a leadership and organizational development expert. As president of The InnoThink Group Jim enables organizations to build leadership skills, improve communication, motivate employees and retain talent with proven leadership training and strategic Innovation. Learn more. Get started

Since 1987 Jim Woods has been dedicated to bringing Authentic Leadership and Rapid Change to organizations & individuals. Jim is President of InnoThink Group. A Management consulting firm located in Colorado Springs, CO. Like us on Facebook – Jim Woods


Jim Woods is president of The Jim Woods Group. A management consulting firm. Go here to see his work www.jimwoodsgroup.com. He advises and speaks to organizations large and small on how to increase top line growth in times of uncertainty and complexity. Some of his speaking and consulting clients include: U.S. Army, MITRE Corporation, Pitney Bowes, Whirlpool, and 3M. See more at his website www.jimwoodsgroup.com.

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Posted in Decision Making, Strategy

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