GrowthDNA Assessment for Swagelok Albany I Connecticut
Greg Scrittorale: email@example.com
A score of GREEN (45 or more points out of 50) indicates that you are doing well in this area. A score of YELLOW (32-44 points out of 50) indicates that you have some things in place, but could do more in this area. A score of RED (31 or fewer points out of 50) indicates that you have work to do in this area.
Your organization is effective in using some data. It is possible that you are gathering solid data in a few key areas (such as financials and operations) or gathering a little bit of data about a lot of things—but neither is giving you a full view of the company’s current position in the marketplace nor giving you the confidence needed to make bold decisions regarding new opportunities. The limited amount of data used may be undermining your growth.
It is too common for companies to pull the trigger on a project without understanding what the market really wants, what competitors are doing, and the capabilities of the organization to effectively implement the project and other factors that determine its success. You may find your track record is decent but not as good as you would like it to be.
Having too little or ineffective data is one of the primary reasons only 1 in 4 strategic initiatives generate value. To improve results, the organization would benefit from identifying data gaps and setting up processes to routinely analyze, share and deploy the resulting insights into strategic decision making—like new sales programs, new product development, new markets to explore and more. It is most likely that the gaps are stronger in “outside-in” data or market-facing data around customers or competitors. These are actually the areas that are most robust in identifying new growth opportunities.
If you would like to improve the number and scale of new opportunities while increasing confidence in evaluating and pursuing them, let’s talk about how to strengthen this DNA strand.
Developing strategy is not something that your organization would regard as a strength. It may be a necessary evil; something you think is not helpful or hasn’t worked well in the past. You are likely developing a game plan for the organization to follow, perhaps on an annual basis, even if it is not a comprehensive strategy.
Your plan may be an operations plan which includes projects or programs that link to budgets and your team may be great at getting them done. There may be some lack of clarity around top priorities because every department is competing for the same resources. Your plan may be subject to historical bias and beliefs rather than built on hard facts.
Your organization is most likely one that implements well but may not be implementing the things that make a difference in the market. Companies like yours have experience doing what they do well but struggle when the market is “telling” them, through data and sales, that it is time to change. Developing strategy is a choice about how to compete in the market and it may be time for your organization to make a different choice and embrace a more thorough look at strategy.
Are you interested to find out how much more potential your organization has for growth? Are you curious about what it would take to shore up this strand of your Growth DNA? Let’s have a brief discussion to evaluate what it would take.
Implementation is a mixed bag for your organization. Like many organizations, you may be seeing a return on a portion of the strategic initiatives you sponsor (the average is only 1 of 4 returns value) or you may be seeing some return on most of them—but not at the levels forecasted.
Likely you are communicating to employees what you would like to see done but it may not be sticking. It is possible you have a culture of “here comes another one” with change initiatives cycling through every so often but with little lasting impact. Or there may be some processes set up to encourage widespread employee participation but it is implemented inconsistently across the organization.
To take your organization to the next level, start by asking employees what is missing. Is there sufficient understanding of the strategy and resulting initiatives? Do they feel they have a role in making it happen? Is the communication clear enough? Frequent enough? Consistent enough? Once you understand the nature of the problem, it is not difficult to put some new procedures and processes in place to shore up implementation effectiveness and drive company-wide commitment.
Plans can be created in the board room but they can’t be implemented there. If the organization is having difficulty maximizing employee commitment or buy-in, the value potential of the organization will not be achieved. Changing your DNA on this strand from yellow to green will have a significant impact on your results. Are you ready to get started?
is wrong or bad but it will be difficult to accomplish growth goals without making
some changes. Your organization may have a “default” culture, which is a residual
of previous people or times. Your organization may have to become more “risk
tolerant” and accepting of employees growth ideas.
Employees have not yet made the link from strategy to their work. It has not
changed their activities. Perhaps it is difficult to find adequate time to
communicate as often and as consistently as employees need. It is likely new
processes and practices are needed to encourage new behaviors.
be contained at the leadership level leaving employees out of the loop. As a result,
bench strength may seem average or lower.
One of the best ways to find out where you are in the development of a growth-minded
culture is to ask employees. What gets in the way of their success? How can leadership
better support their growth and contributions? How much and what type of communication
is effective? What unintended signals are being sent that lock people in place where they
are? Once you discover what is right and what is not quite right, you can begin to implement
new tools, practices and processes which leads to new behavior. And new growth-minded
behavior is what GrowthDNA is building. It is essential to not only achieving success but
also sustaining it year after year.
Developing a growth-minded culture is one of the most profitable and satisfying things a
leader can do. If that sounds like a culture that would work for you, let’s discuss how to
make it happen.
Overall, you score yellow.
You have a good organization with some elements of GrowthDNA.
In fact, you are likely stronger in some strands than you are in others.
The good news is that taking the organization to the next level is very doable as you already have a foundation in place. Action steps recommended for you are:
- Pick one area to improve and focus on that. Many of the principles needed to achieve GrowthDNA are outlined in the book Reignite: How Everyday Companies Spark Next Stage Growth. The book discusses best practice for each of these phases.
- Explore what it would take to reach “green” levels of GrowthDNA in all strands to maximize results.
- Let’s chat and discover what YOUR organization needs specifically to take it to the next level.
For more information, contact us.