Tag: company

Organizational Strategy Framework

~ jo-anngarbutt ~ Leave a comment

framework final

Setting a strategy for an organization requires a focus on aspects internally and external to your organization. Once you have set your strategic growth targets you would need to look at how you need things to change internally to support those growth targets. You may want to set your signs on improving profitability, increasing organizational effectiveness or moving leadership behaviors closer to your values and vision for the organization.

The resource I am sharing can help you align some of the most important internal aspects with your strategy to improve your chances of successfully executing on the strategy.

Most organizations are able to successfully navigate through the process of setting a strategy. Many organizational leaders find execution and implementation of the strategy the hardest part to achieve. I believe this is mostly because internal aspects that are needed to support the strategy are not always taken into account in the execution plan.

framework-for-org-strategyDownload

The framework (See download option above) and questions to address in each case help you by acting as a checklist. Reviewing the execution plan, this list will help you consider how to engage, involve, and inform stakeholders in the process. It helps ensure that every aspect of your execution plan reinforces your strategic objectives leading to a better implementation plan.

The areas to ensure alignment are:

  1. Company values and culture
  2. Leadership (behavior and mindset)
  3. Workforce capability
  4. Organization structure
  5. Organization processes
  6. Systems (Automation)
  7. Performance Management and Metrics

The sequence would always be to first select a strategy you would like to pursue with the organization and then use this resource to plan the implementation portion of the activity.

Setting strategies is often an iterative process as changes from inside or outside of companies require an adjustment in approach. Remember to check the impact of further changes on the same checklist (see above) to ensure you maintain the strategy alignment.

Unlocking Insights: The Power of Internal Communication Surveys

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Effective internal communication is a two-way street. It’s not just about top-down directives; it’s also about fostering an environment where employees feel heard and valued. By creating open channels for information sharing and feedback, organizations can build trust, boost morale, and drive better decision-making.

Keeping Employees in the Loop

HR often takes the lead in ensuring employees are informed and engaged. However, effective internal communication is a shared responsibility. Whether it’s HR, a dedicated communications team, or a combination of both, the goal is the same: to keep employees informed about company news, changes, and successes. Regularly assessing the impact of your communication efforts is crucial to ensure your messages are landing and driving the desired results.

Internal Communication Checkup Survey

internal-communication-effectiveness-surveyDownload

The effectiveness of internal communication should be evaluated periodically. I would not repeat a survey like this one on a monthly basis unless you are going through a specific change initiative in this regard and would like to ensure you have a good understanding of how well your change process is going. Once per year or once in 18 months should be a good evaluation period. Keep it short to optimize your chances of getting good feedback and a high level of participation.

Tips:

  • Ensure your questions are specific and simple – survey respondents should know what exactly you are asking about. Do not combine more than one question into one.
  • Always make a post-survey action plan and share that with survey respondents and other stakeholders in the success of internal communications.
  • If you are an HR Director or in HR Management – stay close to the creation of internal communications. Read everything before it is released or published internally in your area of responsibility. The tone of communications and the contents of messages that are sent internally very closely link to how employees interpret the company’s management sentiments about them and you will often find disconnects started with some internal message that was misinterpreted.