Figure 34 Organizational System Scan Model

EXTERNAL FACTORS

ORGANIZATION

PEOPLE

WORK

EXTERNAL FACTORS

ORGANIZATION

PEOPLE

WORK

CONDITIONS

PROCESS

OUTPUTS

Marketplace

Investment

Positioning

• World economy

• Geopolitical climate

• Regulation

• Competitors

• Technology

• Business cycle

• Strategic alliances

• Partnerships

• Mergers and acquisitions

• New product development

• Privatization

• IPOs

• Market share/ dominance

• Economies of scale/scope

• Reduced vulnerability

• Increased revenue

• Globalization

• New markets

Direction

Systems

Results

• Business situation

• Mission/vision

• Policy/procedure

• Information systems

• Monitoring

• Success measures

• Profitability

• Competitive position

• Stakeholder satisfaction

Values and Beliefs

Leadership/Management

Productivity

• Actual values

• Objectives and demands

• Expectations

• Politics

• Practices/behaviors

• Selection/development

• Reward/recognition

• Skill/knowledge

• Motivation/feedback

• Performance levels

• Empowerment

• Loyalty/commitment

• Business awareness

• Continuous improvement

Resources

Methods

Products/Services

• Schedules/cycles

• Tools/equipment

• Data/information

• Physical environment

• Work processes

• Resource allocation

• Process monitoring

• In-process correction

• SOPs

• Product/service delivery

• Customer satisfaction

• Service levels

Achieving Post-Merger Success. Copyright © 2004 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com

This model can be used to guide systemic and systematic collection of data on the current "Is" and desired "Should" organizational situations, as perceived by employees in various functions. Using the model assures that no component of the system will be overlooked.

In each box of the model we have listed elements within the organizational system that should be included in that particular category. These lists are not intended to be all-inclusive, but only to serve as examples.

Let's start a brief review of the model's elements with the top row of Figure 3.4, External Factors.

The first box on the left, Marketplace, is intended to cover the Conditions that the External Factors place on the organization. Any and all of the listed elements can have a direct bearing on the strategic direction of the organization in response to marketplace characteristics, for example, the world economy, the business cycle, or actions of competitors, among many possibilities.

The box under Process, labeled Investment, represents the organization's response to the Marketplace conditions (External Factors) that were identified in the first box. The Investment area includes things like formation of strategic alliances and partnerships, embarking on a strategy of mergers and acquisitions, the formation of alliances, instituting new product development, or, in some instances, moving from a public agency to a private company or going public with an IPO.

This leads to the organizational Outputs box, or the results of the Investment that was made. This checklist is to help the organization raise appropriate questions about market share or dominance, economies of scale, vulnerability to external factors, increased revenue through better response to external factors, moves to broaden the market by going global, and entering new product markets.

The items in each of these boxes, although representing distinct areas of inquiry, do not exist in a vacuum and all interact with one another. In other words, the elements in any particular box of the model have a potential impact on the system characteristics residing in any other box.

Let's look at the boxes of the model that are focused within the organization rather than external factors. These are broken out in Figures 3.5, 3.6, and 3.7. Let's look at the Work Level first.

Starting with the organization's work, the bottom row of the complete model shown in Figure 3.4, the work Conditions are labeled as Resources, meaning what

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