How to close organizational gaps
How to close organizational gaps
So your company has set up its operations, offices, processes and systems – and has perhaps even implemented a Balanced Scorecard… but – somehow – gaps between your company’s strategy and people still remain.
Worse, senior management may not be any closer to closing those gaps or may even be in a quandary about how to do so (just read our post here about how much this problem is considered the norm by Global CEOs).
The problem is so widespread that we feel we need to understand what those gaps are, how they emerge, and then finally how to close them.
Organizational gaps tend to be of three kinds:
1. Organizational processes and procedures
2. Motivation gaps (we will cause this Engagement, or reason why – please see our graphic here), and
3. Knowledge gaps (we can also consider this Strategy – how to)
We’ll leave the first gap – organizational processes and procedures – out of this post since these tend to be company-specific and (in our experience) the kind of gap organizations usually handle well through existing project management approaches. It’s important to recognise, though, that this gap tends to be tangible, whereas the next two are more intangible in character…
How to close motivation gaps
Closing motivation gaps are easy – if you understand one key principle, and one practice.
The principle is that of First Who, then What. Strategies usually fail not in their design but in their execution. And it is invariably people who execute strategy.
The successful First Who, then What companies identified in Jim Collins’ bestselling book Good to Great have one difference – they start with talent and then follow with strategy – and that is the key principle (and differentiator).
If organizations are true to this, then closing motivation gaps using our 9 factor employee engagement model is easy. That is the key practice in closing motivation gaps.
How to close knowledge, or strategy gaps
Closing knowledge gaps is trickier. Knowledge comes in three forms – technical knowledge, conceptual knowledge, and strategic knowledge.
The first two are longer-term propositions. Companies need to ensure their talent management strategy is consistently selecting, retaining, developing and promoting the right people for tomorrow.
The third factor – strategic knowledge – specifically knowing how to execute on strategy and then doing so – is another area where CEOs feel their companies perform dismally as we have already seen (from the PwC CEO survey).
This is in spite of Balanced Scorecards and the convoluted and complex Strategy Maps thrown out by the professors at Harvard.
The problem (as we see it): complexity!
Here’s how to really close strategy gaps in your organization
You see, the problem with Balanced Scorecards and Strategy Maps, is that they are not ‘front-lineable’. Their very complexity makes it impossible for people without a degree-level education to understand. And in most companies cases that is most of the workforce.
So what’s the alternative? Is there a tool that is simple enough for front-liners to use, that at the same time helps them execute on their company’s’ strategy?
The answer – yes!
That tool is our Strategic Thinking Model. The Talent Technologies Strategic Thinking Model makes cascading strategy super easy, and is simple enough for front-liners to grasp. It avoids the complexity of the Balanced Scorecard system, and the superficial one-dimensionality of doing a SWOT.
Teams who have used it like it for its customisability and relevance to the challenges specific to them.
Please let us know what you think in the comment box below…
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