What do we bring with this index?

Let’s tell you what this index means in more detail, although of course any doubt or question about it we will be happy to give you a personal answer for your specific case.

As indicated in the introductory post  we express each index using the concept “distance”: we indicate in which situation of departure (ratios of 1 to 5) and we say, based on the strategy that one wants to implement, the level of the recommended ratio.

Therefore, we always express the results based on “distance maps” and recommendations for their achievement, which would form part of the global roadmap.

This index indicates how is the shared commitment in the organization that will allow that strategy to become a reality. We look at how this future is expressed, and how the commitment of the organization is measured

It seems simple, but it’s not. There are many variables that impact, and that make the difference between building towards a common goal and with a real shared commitment, or losing a lot of energy from the organization between non-aligned objectives and that can even impose brakes on the achievement of the strategy.

(EXEMPLE)

In an organization where there is an address for assimilated objectives, we see how these objectives are defined:

• What translation of the strategy to objectives has been made?… what do we measure? Do we measure what we really need to measure?
• What part is common to several contributors, and what specific part?
• How do they move to the organization, how do they materialize?
• What is rewarded? What is valued?

In addition, there may be a set of juxtaposed initiatives that may be focused on different priorities and need to share resources:

• Which prioritization criteria apply? What is required in the short and immediate and what in the medium term?
• What is short and what medium term in your company, in your value proposition?
• What happens to shared resources?
• How many projects are involved in the organization? Or cross between areas?
• ….

And several more elements that help us to quantify the degree of real commitment.

(WHAT FOR)

Do you want the organization to focus? Do you want to encourage the implementation of the projects behind the strategy?

The culture is the one who helps to implement the strategy, the style of direction, the values, etc, and in the end everything translates into specific behaviors that exist within the organization, or those that need to be modeled/adjusted so that the strategy is a reality.

This part of how to get the shared commitment has to do directly with part of those behaviors that we want to have in the organization. Depending on how we define and execute it, we launch a message that favors or limits (blocking sometimes) the implementation of the strategy.

Define the objectives in coherence with what you want to achieve, and execute in an integrated way, implementing with the same coherence. Clarity of “Where to go”, clarity on how it is formulated, clarity on how it is executed: it is what really makes the organization focus.

 (RECOMENDATIONS)

Can I just analyze this part?

We can look at this part of the diagnosis in greater depth, if that’s your concern. We can help you. We put the focus where you feel you have more need to enter. In this index, we focus a lot about how the strategy raised in the organization is “translated”,

In our experience, and from in Movement, we will always give you a holistic vision in both the analysis and the proposed actions to travel the path of the improvement identified. Even if we look at only one part, a brushstroke of the global that we detect will also be shared.

We are at your disposal for any questions or comments you may have.