Getting feedback from the employees is indispensable, and putting it into a strategic context is important. We discovered things that would help us succeed or that were preventing us from succeeding.
Data Collection While interviewing top customers and employees, the task force members ask the basic question: Meeting The task force completes and analyzes the feedback gained from the interviews during a tree-day OFP meeting.
It begins by reporting what it has found in its interviews, using a set of pre-arranged topics as its anchor. These topics relate to a classic systemic model of how to analyze an organizationand answer the questions: Then, the top management develops a corporate renewal strategy and an implementation plan.
Focus is placed on projects that directly improve business performance as well as on the organization's design and the top management functioning.
The latter include roles, responsibilities, meetingsand decision making. Projects are typically conducted by consultant-assisted cross-functional teamsand are supervised by the top management team.
The changes and the implementation plan proposed by the top management team are evaluated by the task force that gives its reaction to management.Monday morning.
Eight managers, handpicked by their superiors, face one another in the middle of a room. Seated in a semicircle behind them is the company's top management team. As the members of the inner circle report what they have learned about their organization from interviews with colleagues.
The Organizational Fitness Navigator: Creating and concepts of organizational fitness and its profiling (OFP), and proposes the organizational organizational fitness (see Beer and Eisenstat, ; Beer, ) as a managerial system to manage organizational capabilities.
First, it reviews the challenges in creating and measuring. Michael Beer is a professor of business administration at the Harvard Business School and chairman of the Center for Organizational webkandii.coml A.
Eisenstat is president of the Center for Organizational Fitness and a senior organizational fellow at McKinsey & webkandii.comt them at: [email protected] and [email protected] HBS Professor Michael Beer believes business success is a function of the fit between key organizational variables such as strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team.
Beer and Eisenstat uncovered these obstacles using a process they refined more than a decade ago called Organizational Fitness Profiling (OFP). OFP helps CEOs or business unit general managers and their top teams assess how well an operation fits their espoused strategy and management principles.
Fitness Profiling is solidly grounded in research conducted by Professor Michael Beer of the Harvard Business School and Dr.
Russell Eisenstat, formerly on the faculty at Harvard Business School and now President of the Center. *Organizational Fitness Profiling™ is delivered in collaboration with The Center for Organizational Fitness.