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Leadership
Direction The extent to which leaders inspire actions by others
Culture and
The shared beliefs and quality of interactions in and among
Account- Coordination climate
organizational units
ability & control
The extent to which individuals understand what is expected of
Accountability them, have authority, and take responsibility for delivering
results
External Leadership Innovation &
orientation learning Coordination The ability to evaluate organizational performance and risk, and
and control to address issues and opportunities when they arise
Capabilities Motivation Capabilities The presence of the institutional skills and talent required to
execute strategy and create competitive advantage
Innovation The quality and flow of new ideas and ability to adapt and shape
and learning the organization as needed
The Five Frames
The 5 Frames
Bringing about significant & mutually reinforcing improvements
on both the performance and health fronts is easier when the
task is broken into smaller parts.
Keller and Price describe the process for achieving
organizational excellence in terms of five basic questions that
need to be answered in order to make change happen:
Aspire: Where Do We Want to Go?
Assess: How Ready Are We to Go There?
Architect: What Do We Need to Do to Get There?
Act: How Do We Manage the Journey?
Advance: How Do We Keep Moving Forward?
Each of these “Five Frames of Performance and Health” presents a different
challenge depending on whether it is asked in the performance realm or health
realm. The authors give more emphasis to the health realm in light of evidence
that 70 percent of change program failures are driven by poor organizational
health factors.
The 5 Frames
Frame One-Where we want to be ?
Aspire – Where do we want to go?
On the health side, this means setting the right organization
aspirations
Measure
organizational health
Involve a broad
leadership coalition
A runner, a boxer, and a swimmer
are all healthy, but in quite different
ways What kind of health
aspirations are right for your
organization?
Aspire-Where we want to go ?
A broad coalition of leaders should be personally involved in
setting the aspirations.
Which aspirations they choose for their organizations depend
to a great extent on where the organization is at the start of
the change process and vary by industry or sector.
There are, however, three lessons that almost any
organization can apply when setting its performance targets:
1. Focus on the medium-term future.
2. Strike a balance between facts and intuition.
3. Set tough but achievable goals.
The immediacy of medium-term goals—planning two or three
years ahead—allows managers to choose relevant goals and
identify specific initiatives to reach them. Having a long-term
vision at the start is helpful, but not enough, and a lack of
long-term vision at the start is not a reason to delay starting.
Aspire-Where we want to go ?
Clearly, hard facts have a role to play in determining the
organization’s performance aspirations.
Obtaining a robust fact base requires companies to ask themselves
lots of questions, such as:
What competitive pressures and opportunities do we face?
What do our customers demand?
How does our performance stack up against benchmarks?
However, data alone is not enough.
The key is to balance fact with intuition.
It is important to guard against the kind of fact-based logic that led
the CEO of Digital Equipment Corporation to say in 1977 that he
saw “no reason for any individual to have a computer in his home.”
While it might seem that intuition has had its day in an era when
information is so freely available, the authors think that its role in
decision making will only increase.
Aspire-Where we want to go ?
Setting tough but achievable performance goals is also
crucial.
Targets that are easy or incremental fail to create momentum
to push the limits of what is possible.
Targets seen as impossible are disillusioning and cause
people to give up.
As to health aspirations, the McKinsey survey found that
change programs with clearly defined aspirations for both
performance and health were 4.4 times as likely to be
extremely successful compared to programs with clear
aspirations for performance alone.
Moreover, the authors’ research indicates that there are four
basic “archetypes,” or patterns of practices, into which
organizations tend to fall:
Aspire-Where we want to go ?
Leadership driven—The organization believes in leaders as
the catalysts for performance.
Execution edge—The organization believes in discipline,
sound execution, and continuous improvements.
Market focus—The organization believes in shaping
market
trends and building a portfolio of strong and innovative
brands.
Knowledge core—The organization believes its pool of
talent and knowledge represents its most important asset.
It is harder to change an organization’s archetype than it is to
improve that organization’s health within its existing
archetype.
Aspire – Where do we want to go?
There are 4 archetypical combinations for healthy organizations
2 Open and trusting Customer focus Creative and entrepreneurial Role clarity
6
6 People performance review Capturing external ideas Personal ownership People performance review
7
7 Operational management Process-based capabilities Bottom-up innovation Career opportunities
8
8 Operationally disciplined Shared vision Top-down innovation Performance contracts
Use performance
initiatives to influence
mindset and
behavioral change
Build broad
Heaven = 100 ownership for
change
Hell = 1,000
Measure and
evaluate
Answer: 922
Act-How do we manage the Journey?
The “act” stage usually lasts for years. Leaders need to
unleash energy in the organization repeatedly during this time
when employees are both performing the day-to-day tasks
and fundamentally rethinking those tasks.
At this stage, however, the distinction between improving
performance and improving health starts to blur.
The authors recommend a three-phase approach to
implementing initiatives: test, learn, and scale-up. In practice,
this means that a prototype initiative is tested out in a pilot
location, the leaders learn from that experience, a second
pilot is performed to confirm the broader feasibility, and the
refined initiative is rolled out.
The actual rollout or “scale-up” may follow a variety of
approaches, such as:
Act-How do we manage the Journey?
Linear, in which the feasibility pilot is tried in one location after
another.
Geometric, in which the feasibility pilot is rolled out in waves, each
wider than the last.
“Big bang,” in which the feasibility pilot is implemented across all
relevant areas at once.
Keller and Price have developed a tool they call “the change
engine,” that consists of three linked elements and applies equally
to performance and health initiatives:
A structured approach to bring order, clarity, and coherence to
transformation activities.
Building ownership of the transformation among employees
and, to the extent possible, among external stakeholders.
Evaluation and measurement, by regularly collecting data on
progress, allows course correction & celebrates achievements.
Frame Five-How do we keep moving forward ?
Advance – how do we keep moving forward?
On the health side, this means developing leaders to drive the change