By Chally Kacelnik
A few weeks ago, I offered you Two Questions to Ask to Define Your Organisation’s Problems – and Find Useful Solutions. Those questions are certainly useful in unsettling your assumptions and getting clear on where you need to put your focus. Once you’ve done that, however, you need to need to start forming a solid assessment of how your organisation is currently operating.
When an organisation wants to take a big step back and get that holistic view of its current state, our starting point is to explore some fundamental questions. What is the purpose of the organisation? Who is it here to serve? What problems is it trying to solve, and therefore what are its strategic priorities? We help our clients to articulate their priorities for delivery of outcomes.
That’s the jumping off point for a current state assessment. We use a wide variety of qualitative and quantitative inputs into this. The key spokes of our assessment are examining the extent to which:
- There is shared understanding of the purpose of the organisation
- The strategic priorities are clear and understood through the organisation
- There are clear lines of sight in the way the organisational structure contributes to those outcomes
- The processes for allocation of resources (people, finances, and assets) facilitate and reflect those priorities
- Activity and outputs are congruent with the need to achieve priority outcomes
Sometimes you’re so busy with doing the work of an organisation that it’s hard to see whether that work is appropriately directed and organised. We get a lot of satisfaction out of supporting our clients to get clear on that picture.