Igniting Change, measuring Growth Agility and Performance
How well strategy is translated into action is influenced by the huge numbers of interactions that go on hour by hour, day by day between individuals within and across company boundaries. Success, growth agility, depends on the effectiveness, quality and consistency of the relationships which underpin these myriad interactions; the product of organisational efficiency and ability to respond strategically.
Our method focuses on the key performance measures of strategic responsiveness and consistency and uses the ACT-cube® and S-curve methodologies to do this.
A key measure of:
- organisational unit(s) performance in meeting the requirements of a growth stage- organisational unit(s) performance in meeting the requirements of the process of growth; moving through value creation to value extraction
Underpinning a capability to perform is strategic diversity; a culturally independent condition found globally. Diversity in terms of culture, social background, gender, ethnicity et cetera is important for localisation.
co-operative and collaborative performance capability to create values and value
This performance capability is an emergent property of an organisational system – that only exists as a result of the dynamic interaction of the organisations constituents. This capability is different from, and very much stronger than any performance capability that is derived from ‘control’. The strength of consistency is reflected in branding, identity, integrity, quality, service, reliability, trust, resilience and flexibility etc; it highlights:
- leadership’s ability to create trust and alignment across an organisation- a unit’s readiness to change- the likelihood of a successful outcome from the collaboration of two business partners
Organisations that cultivate consistency ensure that people understand short and long term goals, activities are aligned, outcomes managed and agreements adhered to. They will be more likely to be able to change and remain outward looking and maintain core values such as customer service. The opposite is true in organisations that do not cultivate consistency - people may feel insecure, form inward-looking ‘silos’ which ignore wider organisational, market and customer priorities; core values such as customer service may suffer and change may be ‘blocked’.
Modelling the growth process using the Growth-Curve helps explain what can go wrong with the change process, and leads to an understanding of the importance of consistency and strategic responsiveness.
From a growth performance perspective, the point is that every organisational unit will be predictably strong in one phase of the Growth-Curve, and relatively weak in another and the risks of derailment are greatest when:
- a unit(s) is not suited to the next stage of growth,
- or units are not aligned, ready and able to execute the next change in the cycle
Organisations can capitalise on this knowledge by intervening or investing so that the transition to the following phase may take place successfully.