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Organization: Overview of Core Frameworks. Local Training Module For First-year Associates Associate Handbook www.eshuba.com. FOREWORD AND OBJECTIVE .

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slide1

Organization:

Overview of Core Frameworks

Local Training Module For First-year Associates

Associate Handbook

www.eshuba.com

foreword and objective
FOREWORD AND OBJECTIVE

This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area

At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours

The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm

this document seeks to answer 4 questions
This document seeks to answer 4 questions

SECTION 1 Why do associates need to consider organizational issues in every engagement?

SECTION 2 What frameworks do we use to help our clients improve organizational performance?

SECTION 3 What role does an associate play in organization work?

SECTION 4 Where can an associate find out more?

slide4

McKinsey’s mission is to have lasting and substantial impact on our clients.

To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.

These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.

This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.

critical elements for impact
CRITICAL ELEMENTS FOR IMPACT

Successful strategy

Efficient operations

Effective organization

slide6

We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose.

However, a recent survey of engagements in which clients failed to implement proposed strategies found, in three cases out of four, that the client organization was not change-ready or even capable of implementing the strategy we proposed.

To ensure that we have impact, we need to consider organizational issues as we devise strategies. We must choose strategies the clients are ready and able to implement or complement our strategy work with investment in building the organization’s skills so that the organization can step up to the challenge the superior strategy poses..

3 out of 4 strategies that fail do so because of the organization s inability to execute
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE

Percent

100%=340 responses

Other

McKinsey recommendations flawed

Organization lacked the capabilities to execute strategy

Client not change-ready or committed

slide8

The demand for organizational work is increasing.

Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand.

The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change.

The clients we serve are changing as well. They have increasingly hired in-house strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the in-house capability and objectivity to do the organizational work required to make change happen.

organizational work growing in importance
ORGANIZATIONAL WORK GROWING IN IMPORTANCE

Crafting the answer

Helping implement change

10 years ago

Today

McKinsey’s engagement mix Percent of time

  • Evolving marketplace
  • Quickening pace of strategic adaptation
  • Durable competitive advantage often rooted in unique organizational capabilities
  • Evolving players
  • Many businesses acquiring in-house strategic capability
  • Making change happen remains the “neglected art”

Increasing demand for help with organization issues and change management

Source: Survey of 23 MGMs across the Firm

slide10

The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.

slide12

McKinsey’s consulting approach must evolve as our clients evolve. These changes provoke a shift in the nature of our work and an evolution of the role of the associate on engagements.

The increased demand for organizational work impacts associates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater emphasis on the need for associates to develop quite soon after joining McKinsey-superb team leadership skills.

evolution in mckinsey s approach
EVOLUTION IN McKINSEY’S APPROACH

*Survey of 23 MGMs across the Firm

slide14

Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you do not overlook a key dimension. The OP can provide interview guides and questionnaires that you can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether you add value in the client setting .

a critical caveat
A CRITICAL CAVEAT

Garbage

Garbage

  • Organizational practice frameworks
  • Checklists
  • Surveys, questionnaires
  • Applied examples

Good judgment, keen insight, creativity, organizational acumen

Client impact

“Garbage in, garbage out”

slide16

A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions.

These frameworks help teams answer two fundamental questions:

¶ What change is needed?

¶ How should the client implement the change?

The OP has derived a set of six attributes that characterize high-performing organizations(HPO). By assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well.

Additionally, the 7-Ss will help you identify strengths and deficiencies in the organization. The 7-Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with the current skill set, you can often clarify the organizational gap that exists.

You complete the diagnostic by filling out the change board. That exercise helps teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the organization.

Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change program-top down, bottom up, cross-functional. The proper balance among these dimensions depends on the gap, the client setting, and the competitive context.

Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs.

This section of the handbook will discuss each framework in turn.

core frameworks
CORE FRAMEWORKS

What change is needed?

How should the client make change happen?

What gaps in organizational performance exist?

What organizational challenges exist?

What initiatives comprise the change program?

How do we create energy for the change program?

Skills

Vision

People

Simple

CEO

led

Perfor-mance

Performance management

communication

Strategy

Skills

Vision and leadership

Organizational infrastructure

VISION

Shared values

Problem solving process

People development

  • High-performing organization attributes
  • 7-S framework
  • Transformation triangle
  • Energizing elements

Agenda/platform

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Management systems

  • Direction setting
  • Structuring
  • Bottom-up energizing

Leadership style

  • Change board
slide18

The OP undertook a study of 10 high-performing companies, true industry leaders, that we knew very well. The companies had sustained pace-setting performance in their respective industries over 2 decades.

These 10 HPOs shared six management attributes, each of which focuses on performance. By comparing your client organization to these HPOs, you may identify opportunities to improve your client organization.

high performance company attributes
“HIGH-PERFORMANCE COMPANY” ATTRIBUTES

How should the client make change happen?

What change is needed?

Organizational challenges

Energizing elements

Initiatives

Gaps in performance

Driven by leaders

Built by relentless pursuit of before-the-fact strategies/vision

Energized by an extraordinarily intense, performance-driven environment

Aligned by simple structures and core processes

Based on world-class skills

Rejuvenated by well-developed people systems

slide20

The first three of the six common management attributes:

¶ Driven by leaders. The leaders of these companies had very high performance aspirations. For these leaders there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs.

¶ Built by relentless before-the-fact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth.

¶ Energized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work.

slide24

The HPO research found something else common to the HPOs: all 10 were experimenting with self-governance. Self-governance in these HPOs means empowerment with accountability. The HPOs share the common characteristic of involving “a wide range of “or “broad cross-section of” employees in driving for improved performance. Their goal is to imbue every employee with an owner’s mind-set.

Self –governance in these HPOs is different from that practiced in other “engaged and empowered” companies. In HPOs the single-minded objective of empowerment is performance.

In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance); many were reaching, in addition, for the right-hand side of the matrix(engaged and empowered).

performance and empowerment at hpos
PERFORMANCE AND EMPOWERMENT AT HPOs

Performance

High

Performance-focused, top-down-driven organizations

Performance-driven, empowered, and accountable organizations

HPOs

Average

Hierarchical, command- and control-oriented, “entitled” organizations

Activity-driven, “engaged and empowered” organizations

Low

Command and control Engage and empower

Management approach

slide26

Most large companies start out in the lower left-hand corner of the matrix (low performance and command-and-control management approach). We discovered that HPOs that have successfully transitioned to the upper right-hand corner have first achieved high performance and then experimented with and adopted empowerment. Empowerment without first establishing a true performance ethic in the company tends to result in continued low performance.

If your client falls in the lower left-hand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is unlikely to yield performance improvement.

transformation path
TRANSFORMATION PATH

Path followed by high-performance companies

Path experienced by companies that fail to instill performance ethic first

Performance

High

  • 3M
  • GE
  • Hallmark
  • Johnson&Johnson
  • Many high perfor-mers” on the journey”
  • Emerson
  • Pepsico
  • Sonoco
  • Sun Trust
  • VF

Average

  • Most companies
  • BP
  • FP&L
  • Wallace

Low

Command and control Engage and empower

Management approach

slide29

How should the client make change happen?

What change is needed?

Gaps in performance

Organizational challenges

Organizational challenges

Energizing elements

initiatives

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

  • 7-S FRAMEWORK
mcdonald s winning formula
McDONALD’S WINNING FORMULA

Vision :

to become the leading restaurant chain in the world

  • Convenient
  • Good quality
  • Consistent
  • Family-oriented environment
  • Fair value
  • Quality control over all aspects of business
  • Superior site selection
  • Continuous new product development
  • Strong promotion of products and McDonald’s image

Strategy

Skills

Shared values

  • Quality
  • Service
  • Cleanliness
  • price
slide32

Organizations usually change in response to discontinuities – either external shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old , “grooved” way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared values.

Contrasting the new winning formula to the old formula identifies and gauges the change that the organization is considering and defines the vision for the change program.

A change vision is a creed that summarizes what an organization is trying to become and why. As such, it guides organizational priorities by redefining and recombining business objectives, required institutional skills ,and corporate values about what is important around here.

A change vision is at the heart of top management’s role in improving performance and is often the first step. It provides the vital bridge between the initial dissatisfaction with the status quo and the first practical steps taken in a change program – the articulation of a clear target that represents something better that is both logically sound and emotionally appealing.

improving organizational performance
IMPROVING ORGANIZATIONAL PERFORMANCE

Strategy

Skills

VISION

Shared values

Grooved

Unfrozen

Redirected

Discontinuities

  • External shocks
  • New competitors, economics
  • New technologies
  • Deregulation
  • Internal changes
  • New aspirations
  • New leader

New or stronger skills

New

strategy

CHANGE VISION

Shared values

Major change through people

slide34

Certain key people in the organization hold positions that determine success or failure in instituting a new strategy, skill, or shared value. These people fill what we call pivotal jobs. We will only succeed in implementing the change vision if we succeed in changing the behavior of pivotal jobholders.

At McDonald’s, for example, pivotal jobs include the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders.

pivotal jobs what people must do
PIVOTAL JOBSWhat people must do
  • What are they ?
  • Positions that have direct impact on delivery of value to the customer.
  • Typically they
  • -Design the product
  • -Make the product
  • -Sell the product
  • Positions that must capably master new skills
  • Where are they?
  • Close to the front line
slide36

In a recent study at a chain store retailer, the change vision included a significant improvement in in-store convenience. Two positions were identified as pivotal jobs – the store manager and the area operations manager.

This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices.

A behavior contrast analysis often proves helpful in defining precisely how the pivotal job- holders need to change.

slide38

The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future.

contrast analysis by percentage of time spent pivotal job area operations manager
CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENTPivotal job: area operations manager

Current

Proposed

100%

Merchant/owner

Coach

Player

Admini-straor

organizational design levers at mcdonald s
ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S

Strategy

Skills

VISION

Shared values

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Management systems

Leadership style

organizational design levers at mcdonald s1
ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S

Strategy

Skills

VISION

Shared values

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Management systems

Leadership style

change board
CHANGE BOARD

How should the client make change happen?

What change is needed?

Gaps in performance

Organizational challenges

Organizational challenges

Energizing elements

initiatives

Commitment

Capability to leverage

the commitment

Conviction

Courage

Individual ability

Organization supports/obstacle

Chief executive

(or equivalent)

Leadership group of area to be changed

Down-the-line

staff affected*

External

Constituencies**

Skill to

be built

* Modified as appropriate for company

** E.g., customers, suppliers, trade unions

change board chain retailer example
CHANGE BOARD – CHAIN RETAILER EXAMPLE

Commitment

Capability

Conviction

Courage

Individual ability

Organization supports/obstacle

Delivering in-store convenience

change board chain retailer example1
CHANGE BOARD – CHAIN RETAILER EXAMPLE

Commitment

Capability to achieve change objectives

Conviction

Courage

Individual ability

Organization supports/obstacle

Delivering in-store convenience

  • Lock in support
  • Force awareness of realities
  • Create shared responsibility for progress
  • Build a success model from below
  • Restructure field organization
slide52

To answer the question, “How should change happen?” , the OP developed the “organizational transformation triangle” that summarizes the three basic management tasks when dealing with change. Their relative emphasis may vary, but all three of them have to be managed to achieve fundamental behavioral change.

transformation triangle
TRANSFORMATION TRIANGLE

How should the client make change happen?

What change is needed?

initiatives

Gaps in performance

Organizational challenges

Energizing elements

Energizing elements

  • Cross-functional initiatives
  • Link activities and information in new ways for break-through performance

Top management

  • Top-down direction setting
  • Process design, target, communications, etc.

Staffs

Operations

  • Front-line performance improvement
  • Unit-by-unit, team-oriented, problem solving
slide54

The well-known GE “workout!” change program included elements from each dimension of the transformation triangle.

ge workout
GE “WORKOUT!”
  • Top-down direction setting/culture shaping
  • No.1 or No.2 in every business
  • “speed, simplicity, self-confidence”
  • Delayering
  • Best practices workshops
  • Core process redesign
  • Project teams to identify cross-functional issues
  • Process mapping
  • Bottom-up performance improvement
  • Town meetings: 2- to 5- day interactive sessions
  • “Brand name” quality processes
  • Operations: unit-by-unit redesign
slide56

The client should seek an appropriate balance across all three dimensions of the transformation triangle. Overreliance on any dimension will impede change.

slide58

The OP has defined a wide array of change approaches. Each change approach strikes a unique balance among the dimensions of the transformation triangle. Your challenge is finding the change approach that strikes the balance appropriate for your client situation.

slide60

No matter what change program is selected, the following six energizing elements should be addressed. By addressing each one, the client builds the energy required to make organizations change.

energizing elements
ENERGIZING ELEMENTS

What change is needed?

How should the client make change happen?

Gaps in performance

Organizational challenges

Energizing elements

initiatives

Performance measurement

Communications

Vision and leadership

Organizational infrastructure

Problem solving process

People development

  • Ambitious, measurable objectives
  • Reinforcing feedback
  • Consequences
  • Build commitment
  • Establish 2-way flow
  • Manage expectations
  • Inspire action
  • Systems and process
  • Structure
  • Roles
  • Winning formula
  • Winning leadership group
  • Doer-driven
  • Fact-based
  • People-intensive
  • New mind-set
  • New skills, behavior
slide62

The OP has a wealth of experience and research to support the design of each element of a change program.

possible activities tools
POSSIBLE ACTIVITIES/TOOLS

Performance measurement

Communications

Vision and leadership

Organizational infrastructure

Problem solving process

People development

  • World benchmarks
  • Project performance indicators framework
  • Performance maps
  • Performance contracts pro forma
  • Best practice examples
  • Communications coordination team-job specifications
  • Communications channels audit
  • Stakeholder analysis
  • Communications plan
  • Communications workshop
  • Best practice examples
  • Leading for success
  • CEO time-leverage manual
  • Core process redesign
  • Example role description
  • “7-S” checklist
  • Framework for designing skill-building programs
  • Discrete training modules — management skills (MFS), leadership skills(LFS), building high-performing teams, project management guide, designing ongoing improvement
  • Discrete tools — RJDs, time-usage logs, change-readiness surveys, signaling change tool kit, how to run a training workshop
  • Beliefs/behavior-prompt sheet — staff activity survey
  • Best practice examples
  • Analytical tool kit framework
  • Analytical problem solving workshop
  • “data to chart” video and workbooks
  • Client advocacy videos
  • Skill/will/diagnostic
  • Continuous improvement principles workshop
  • Best practice examples
slide65

Performance measurement

Communications

Vision and leadership

Organizational infrastructure

Problem solving process

People development

VBSS

  • Input
    • Account plans
    • People trained
  • Outputs
    • Price
    • Share
  • Awareness building – President’s road show
  • Skill building through workshops
  • Reinforcement through VBSS network bulletins
  • The leader skill for becoming $1 billion
  • President as sponsor
  • Account teams
  • Global account managers
  • Account planning
  • Multinational skill teams with 6 credible champions
  • Pilot effort with leadership to get buy-in and advice
  • Account-based “action learning” program
slide66

Associates will often step up to manager roles on engagements that address organization issues and/or implement change. These engagements often involve multiple client teams. Associates assume responsibility for managing one or more of these client teams. These engagements also seek the active support of a broader set of client managers. Associates assume responsibility for developing influential relationships with critical client managers. Engagements which focus on organization issues therefore provide exceptional opportunities for associates.

associates assume manager roles in organization engagements
ASSOCIATES ASSUME MANAGER ROLES IN ORGANIZATION ENGAGEMENTS

Client

manager

Client

team

ED/DCS

Associate

Associate

ED/DCS

Client

team

Client

manager

EM

Client

Associate

EM

Client

manager

Client

team

Client

team

Sr.

client

exec.

Associate

Client

team

Client

manager

Traditional view of team roles

Team roles on organization engagements

slide68

The effective associate manager serves three functions:

    • The associate manager builds and sustains effective client teams that define, plan, and implement the change .
    • The associate manager leads problem solving on multiple client teams.
    • The associate manager forges a consensus of support for the change vision among critical client managers and ensures that managers maintain the energy level required to effect the change.
  • All three functions are critical to success. However, in engagements that address organization issues and /or implement change, building and sustaining an effective team is often the necessary precondition to success in the other functions. The client team provides the critical insight, knowledge, and skills required to solve the organizational problem. The associate / manager needs to build an effective team environment to tap into the essential client input. The client team should hold the confidence of the critical client managers. Once the associate manager has earned the endorsement of the client team, the support of the client manager is much more likely.
slide69

Client

involvement

Problem

solving

Team

dynamics

MANAGERIAL ROLES

  • Chief engineer
  • Focuser
  • Structurer
  • Quality controller
  • Devil’s advocate

Consensus

builder

Coach and team developer

slide70

Since effective teams are so fundamental to success in organization work, the OP has invested considerable effort in understanding how to build high-performance teams. Follow these principles to build high-performance teams.

PRINCIPLES OF TEAM BASICS

principles of team basics
PRINCIPLES OF TEAM BASICS

Meaningful

purpose

Small

numbers

Clear

performance

goals

TEAM

BASICS

Mutual

accountability

Well-defined

Working

approach

Complementary

skills

Coach and team developer

Source: The Wisdom of Teams

slide72

A team’s potential is defined by the quality of its membership. The associate manager should, whenever possible, participate actively in the selection of team members. Recent research by the OP has found that most successful change programs were driven by a few impassioned leaders. These “real change leaders” exhibit a common set of characteristics. Look for these attributes as you consider which client people to include on the team.

real change leaders
REAL CHANGE LEADERS
  • “People with a reputation for improving performance through people – and for exceeding expectations along the way” *
    • Commitment to a better way
    • Courage to challenge existing power bases
    • Personal initiative to go beyond defined boundaries
    • Motivation of themselves and others
    • Caring about how people are treated and enabled to perform
    • Staying under cover
    • A sense of humor about themselves and their situations

* Real Change Leaders

solving the problem
SOLVING THE PROBLEM
  • Structure the problem, then let the team solve it
  • Focus the team on action and work – not process, talk, and review
  • Keep the entire team engaged
  • Prepare brief, high – impact meetings
  • Listen
  • Chief engineer
  • Focuser
  • Structurer
  • Quality controller
  • Devil’s advocate
building consensus
BUILDING CONSENSUS
  • Talk to critical managers early and often
  • Understand the motivations of the critical managers
  • Address issues and concerns directly
  • Include key team members in important discussions
  • Prepare clear, concise written materials

Consensus

builder

what we hope you take from this document
WHAT WE HOPE YOU TAKE FROM THIS DOCUMENT
  • Winning performance is based on the integration of strategy and organization
  • Respect for and understanding of people is at the heart of all change
  • Problem solving for process is as important as problem solving for issues
  • Associates have a significant and rewarding role to play in organization work
where can an associate find out more selected core documents and handbooks
WHERE CAN AN ASSOCIATE FIND OUT MORE Selected core documents and handbooks

The overview of core of frameworks in Sections 1 and 2 of this document describes the basics and provides a template to better understand client organization issues, which should prove helpful in almost any engagement because no matter what the focus of an engagement is, a basic understanding of the process of change is necessary to focus on the priorities of the client

Once you are assigned to an engagement of this kind, you may need to read more about some of these frameworks or gather handbooks about the topic. As you may know, PDNet contains a large array of documents that may be useful to you. You can get hard copies of such documents in 24 hours using “PDNet Express” through your local library

However, there are thousands of documents in the Firm’s databases; therefore, the key for efficient data gathering and “getting smart fast” will be to access only a limited and targeted selection of documents when you need them. This section provides you with some hints on key, core documents of the organization practice and related disciplines

appendix
Appendix

This appendix contains:

  • HPO bulletins
  • Glossary of 7-S framework
  • Organization transformation triangle
  • Energizing elements
glossary of 7 s framework
GLOSSARY OF 7-S FRAMEWORK

Strategy

Skills

VISION

Shared values

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Management systems

Leadership style

strategy
STRATEGY

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

institutional skills
INSTITUTIONAL SKILLS

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

shared values
SHARED VALUES

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

vision
VISION

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

pivotal jobs
PIVOTAL JOBS

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

structure
STRUCTURE

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

staff
STAFF

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

systems
SYSTEMS

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style

style
STYLE

Winning formula

Pivotal jobs

Design levers

Organizational structure

Staff

Strategy

Skills

VISION

Management systems

Shared values

Leadership style