Strategy to Results

Brilliant strategy isn’t if it doesn’t account for the organizational changes and execution needed to implement it. When you begin with a clear strategy and then adjust your organization to assure effective execution, you will have a much greater chance of success.

Requisite Organization principles guide leaders to create effective organizational structures that drive accountability and high performance so that organizations achieve the results they’re looking for.

Without effective organizational structure, strategy can get derailed, resulting in lost opportunities and sub-optimal profits.

Innovation versus Execution

Sometimes strategies call for execution, and sometimes innovation at different points in the organization. Effective organizational design enables optimized execution and/or innovation in roles. Properly matching an employee’s capability with the capability needed for a role will create execution and productivity. Putting an employee with extra capability into a role will allow for innovation.

If your strategy calls for significant, wide-ranging change in direction, your organization will need to have excess capability throughout the organization to deal with change and innovation. Often, that does not even require different staff, just moving staff around.

Example: Mallinckrodt Baker

An example of this was with PeopleFit’s engagement with Mallinckrodt Baker, a specialty chemicals company.

After seven years and a total of 0.2% growth, PeopleFit was brought in to work on the organizational structure. Within one year, revenues had doubled from $175 million with no layoffs and much more engagement and satisfaction from employees. The company reached $450 million in sales before being sold four years later.

Contact PeopleFit to discuss your needs to connect strategy to execution.

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What People are Saying

We have just re-structured our organization to reflect the Talent Pool Evaluation work we with PeopleFit in the Fall. The information has been invaluable in identifying high potentials as well as some talented employees that we needed to utilize more effectively. We also used the progression charts and information to staff a special project team we deployed to a sister plant on the West Coast for a critical project and then absorbed the team members back into positions on the East Coast that best used their talents in a way that added value to the organization. Our decisions were guided by PeopleFit’s three point model which includes their cognitive capability, their education and experience, their preferences and their strengths- what a win for everyone!
Diane Cox, Organizational Development Consultant, Novo Nordisk