Using Verax’s Organisational Transitions Inventory© in over 3000 organisational units demonstrated that there is no perceptible link between strategy and operations in over 60% of cases.
Organisational Transitions Inventory© shows how things are done in an organisation and the impact on business and organisational results. Organisational Transitions Inventory© diagnoses, measures and benchmarks, and then quantifies the gap between where you are and where you want to be. Organisational Transitions Inventory© provides organisations with clear information on where action is needed and has applications in major change programmes, culture change, mergers and acquisitions and in increasing organisational effectiveness.
Leading for Results demonstrates what each executive does to ensure effective strategy execution and translation into operational reality. More importantly, it analyses how the executive’s behaviour, leadership style and use of leadership practices impacts on and affects business performance in 5 key areas:-
• Business Results
• Change Effectiveness
• Customer Service
• Personal Achievements inside and outside the organisation
• Staff Engagement
Once the organisation has determined its Organisational Transitions Inventory© desired state, which reflects the strategic outcomes it needs or wants to achieve, the Verax system automatically generates a Leading for Results desired state. This shows exactly what the executive has to do to ensure the effective execution of strategy, and close the gap between current and desired leadership behaviour.
At middle and junior levels of management, organisations need to make explicit links between each individual manager’s objectives and the implementation of strategy so that they in turn can do the same for each of their direct reports.
Understanding this, clarifies for each manager the management practices which are important in terms of the job they do, and the achievement of the strategy. The Verax Managing Performance© and Team Leader Competencies© then measure how well each manager is working in an aligned and integrated way with the strategy.
For non – managerial groups, the Verax Personal Effectiveness Profile© does exactly the same. Personal Effectiveness Profile© measures the individual’s personal behavioural and communications styles, how they align with the Organisational Desired Culture (as defined by Organisational Transitions Inventory©) and then analyses the assets and blockages to the individual’s effectiveness such as; achieving goals, learning from and applying experience to new situations, their personal value and the relationships they form with others. Personal Effectiveness Profile© examines how effectively individuals apply the fundamental skills which underpin both technical and managerial capability to get the strategy operationalised.
Effective Team work is top of the competency agenda of most organisations.
But in over 80% of teams, as evidenced by the Team Effectiveness Inventory©results, there is no common agreement
on the role or purpose of the team, nor the results they have to achieve.
Even at Board level there is little effective team working. It is widely
agreed that in today’s fast paced, complex organisations, effective
teamwork is essential in order to maximise resources, know how, information
flow etc. Team Effectiveness Inventory© enables teams to understand
how to align with strategy, for team members to get together on the same
wavelength, create synergy and commit to implementation and execution
of strategy.
This integrated diagnostic and feedback system ensures that not only is
a strategy execution framework created, but that strategy outcomes and
business performance are kept at the centre of key management processes
and systems.
This integrated diagnostic and feedback system ensures that not only is a strategy execution framework created, but that strategy outcomes and business performance are kept at the centre of key management processes and systems.
Links between Verax International© products
| OTI | Organisation Transitions Inventory |
| TEI | Team Effectiveness Inventory |
| MP | Managing Performance |
| TLC | Team Leader Competencies |
| PCI | Performance Coaching Inventory |
| PEP | Personal Effectiveness Inventory |
| LFR | Leading For Results |
| Dimension | O T I |
T E I |
M P |
T L C |
P C I |
P E P |
L F R |
| Challenge/Motivation | • | • | • | • | • | ||
| Change Initiation, Management & Creativity | • | • | • | • | • | • | |
| Climate/(Culture) | • | • | • | • | • | • | |
| Coaching & Development | • | • | • | • | |||
| Communications | • | • | • | • | • | ||
| Customer Service | • | • | • | ||||
| Decisions | • | • | • | • | • | ||
| Ethical Behaviour | • | • | • | ||||
| Financial Performance | • | • | |||||
| Financial Rewards | • | • | |||||
| Goals | • | • | • | • | • | ||
| Growth | • | • | |||||
| Influencing | • | • | |||||
| Job Satisfaction | • | • | • | ||||
| Leadership by example, Role Modelling | • | • | • | ||||
| Leadership (Visionary) & Practices | • | • | • | ||||
| Management Practices | • | • | • | • | |||
| Mission, Vision, Strategy | • | • | • | ||||
| Morale | • | • | • | ||||
| Operating (behavioural) style | • | • | • | • | • | • | |
| Participation | • | • | • | • | • | ||
| People Skills | • | • | • | • | |||
| Performance Management | • | • | • | ||||
| Planning | • | • | • | • | |||
| Problem-solving | • | • | • | ||||
| Psychological Rewards | • | • | • | • | |||
| Quality (of Product/Service) | • | • | |||||
| Self concepts (image, confidence, worth) | • | • | • | ||||
| Staff Satisfaction | • | • | |||||
| Structure (Job and Organisation) | • | • | |||||
| Systems, Processes, Resources | • | • | |||||
| Teamwork, Collaboration, Co-operation | • | • | • | • | • | ||
| Technical Skills (Appropriate) | • | • | |||||
| Values | • | • | • | • | • | • |
Analysis of sub-groups can be made available as required, for example; by organisational level, job type, function, department team etc. This really helps to determine differences in results around the organisation, so further drill down on the reason why can take place (perhaps by using a leadership or team diagnostic instrument). In this way lessons can be more easily learned and applied across the organisation.
