The challenges faced in today’s marketplace are numerous and complex. Changing demographics, new technologies, aggressive competition, and sophisticated consumers demand that organizations constantly improve or change the way they do business or face extinction.
Too many organizations respond to these challenges by trying to do what they have done in the past. Those that thrive welcome change and constantly renew themselves by aligning with current and future realities.
At BCA, we believe the words of Arthur W. Jones “All organizations are perfectly designed to get the results they get” illuminate the path to organizational effectiveness. Improving performance requires an transformative organization. It’s not simply improving results, no matter how significant. Organizational transformation is about becoming a different organization, not just a better one.
A CLEAR DIRECTION
With equally clear expectations and specific goals. If you don’t know—or can’t clearly articulate—where you’re going, don’t expect to achieve lasting results.
AN ENGAGED WORKFORCE
Massive quantities of discretionary effort will be required, and the ability to discern positive directions without incessant oversight. That only comes from a workforce willing and able to do the right thing for the organization, with or without your immediate presence. This includes culture, structure, and processes working congruently in support of the “clear direction” mentioned above.
Changing a culture must start with its leaders. That’s just the reality. Leaders capable of making a difference as it relates to transformation must first transform themselves, focusing less on operational leadership and more on focusing on flexibility, collaboration, and strategic perspective guided leadership.
Knowing that organizations give us exactly what they are created to give, the first step in achieving our Clear Direction, Engaged Workforce and Transformational Leadership, we first have to know where we are. Not unlike planning a trip, knowing the destination while important is worthless unless we know where we are starting.
Once we know the starting point, we can create the path (solution). Stephen Covey offers the best advice given as it relates to design, “begin with the end in mind.” We adhere to the simplicity of that direction and employ the technique in almost every aspect of our business, whether planning our own success, or the success of our client.
Implementation often times gets short changed in this process. In most cases it is because of our desire to move. Careful planning is required anytime we stand the chance of impacting human capital or the processes used to support it. Careful however does not necessarily equate to slow. Careful in our mind equates to intentional and thorough.
The most often overlooked aspect of driving organizational effectiveness is measurement. Companies measure all sorts of things, not all are bad, however, most aren’t the right things to watch. A point of pride for BCA is our ability to identify the appropriate leading measures associated with changes and normal business operations. Measures that are directly or indirectly (but attributable) associated with the intentional business activities and processes we design.