Continuous Organizational Effectiveness

Leading practitioners are avoiding the pain, cost and disruption associated with crisis-response, cost-out transformations through continuous organization effectiveness.

We observe two distinct acts to get off the transformation treadmill:

Act One involves Getting Operational Control:  Managing the size, cost, structure and composition of the workforce over the 12–18-months business planning and review cycle. 

• Establishing key measures which meet the business need for insight
• Unlocking forward-looking insight to visualize the future organization
• Tracking key measures over time and understanding the reasons for changes
• Embedding active management in the business planning and review processes
• Influencing action based on insights 

Attention is deliberately focused on delivering tangible business value to overcome change resistance and gain buy-in.

Act Two involves strategic planning over a longer-term time horizon. 

• Embedding job architecture to provide the basis for strategic planning
• Revealing the work activities consuming the time and cost of the workforce to identify process optimization opportunities
• Anticipating how the workforce will be impacted by changing work
• Identifying the extent to which people possess the skills needed to perform today, and in the future
• Projecting talent supply and demand to reveal gaps; plan gap-closure actions and track the delivery of workforce plans

Not every transformation is a cost-out transformation, but the data and infrastructure enabling continuous organizational effectiveness provides the foundation for managing strategy-led, change: The baseline is in place to provide detailed insights on the ‘as-is’ organization; Design options can be modeled at speed with immediate impact analysis to see the effect of planned changes; Talent selection processes can be managed at speed and scale without introducing risk, and; The infrastructure exists to track implementation and the delivery of planned outcomes.