Consulting
Diagnostics that Can Help Any Organization Improve
| DETERMINING ORGANIZATIONAL STRENGTHS AND WEAKNESSES |
CAPABILITY SNAPSHOT® |
| As seen by managers, employees, customers, other stakeholders and compared to competitors |
| ASSESSING MANAGEMENT AND H.R PRACTICES | EMPLOYEE WORKPLACE EVALUATION |
| As seen by managers, employees, customers, other stakeholders and compared to competitors |
| HELPING MANAGERS PROGRESS |
MANAGER CONTRIBUTION ASSESSMENT |
| As seen by managers, employees, customers, other stakeholders and compared to competitors |
| EVALUATING A SPECIFIC PRODUCT OR SERVICE | PRODUCT/SERVICE EVALUATOR |
| As seen by managers, employees, customers, other stakeholders and compared to competitors |
| ASSESSING PROJECT MANAGEMENT CAPABILITIES | PROJECT MANAGEMENT ASSESSOR |
| As seen by managers, employees, customers, other stakeholders and compared to competitors |
The Capability Snapshot is a technology driven 360º survey methodology to evaluate and improve any type of organization. Internally, management and employee groups, and externally, customer and other stakeholder groups, provide candid measures of their perception of the organization's fundamental elements, its Essential Capabilities. The comparison of these perceptions among and between groups provide management with information that can help improve any type of organization. The Capability Snapshot:
- Identifies an organization’s strengths and weaknesses and highlights practices that can be improved
- Enables the aggregated perceptions of all key stakeholders to be compared to determine the degree of organization alignment
- Compares the organization to its competitors as seen by its customers
- Permits the organization to concentrate on improvements that are the most profitable
- Identifies the organization’s culture and provides benchmark data against which future evaluations can be compared to measure progress
The Capability Snapshot focuses on each of the 15 Essential Capabilities.
The following table defines each of these 15 Essential Capabilities and the 5 Strategic Challenges that make up the model on which the diagnostic is based. These Essential Capabilities and Strategic Challenges are common to all types of profit and non-profit organizations as well as governments at all levels.
5 Strategic Challenges |
15 Essential Capabilities |
| OPERATIONS EFFECTIVENESS Doing the right things in the right way |
Cost Management- Providing goods and services at the lowest possible cost |
| Quality improvement - Continuously improving the quality of goods and services | |
| Time Utilization - Being fast and reliable in providing goods and services | |
| OPERATIONS EFFECTIVENESS Doing the right things in the right way |
Rethinking Strategy - Reviewing the formulation and implementation of organization strategy |
| Redesigning Structure - Designing new procedures that yield high performance and quality service | |
| Reengineering Processes - Making significant improvements in work processes | |
| CUSTOMER SATISFACTION Delivering outstanding value to customers |
Customer Focus - Listening to customers and acting on their behalf |
| Customized Value - Customizing goods and services to each specific client | |
| Customer Partnering - Forming unique relationships with certain clients to enhance their success | |
| INNOVATION OPPORTUNITIES Seeking and realizing breakthrough innovations |
Product / Service Development - Developing new products, features and services that respond to client needs |
| Market Foresight - Identifying emerging trends, changing values and competitor strategies | |
| Knowledge Leverage - Making optimum use of available knowledge, expertise and technology | |
| LEARNING CULTURE Creating conditions that support continuous learning |
Employee Involvement - Encouraging everyone's participation in achieving organizational purpose |
| Competence Development - Raising the competence level of all managers and employees | |
| Teamwork Commitment - Inspiring personal dedication to group objectives and values | |
The things we fear most in organizations -- fluctuations, disturbances, imbalances -- are the primary sources of creativity. - Margaret J Wheatley
