GrowthDNA Assessment for Dibert Valve & Fitting
Jessica Lane: Jessica.Lane@swagelok.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 gathers relevant data and translates it into information, which guides decision-making. Metrics extend beyond financial measures into market driven insights—where your growth opportunities reside. Your organization cares about customer profitability and has some means to track it. You tend to be outcome driven rather than activity driven in that you use metrics, not work effort, to assess results. Your organization pays attention to the market and values “outside-in” data or market-facing data around customers or competitors, as much as it does internal or “inside-out” data.
As a result, your company should be regularly identifying new market-based opportunities. The risk factor of pursuing them is mitigated by the data, which assures you that they these opportunities are real and significant in scale. Having ideas is not a problem for your organization.
If you are not seeing the results expected from these insights or seeing them fast enough or just want to take them up another notch, let’s talk about how to make that happen.
Your organization scored well on strategy development. You likely have a vision and mission and have taken the time to translate that into a plan for the rest of the organization to follow. In constructing your company’s strategy, important insights about the market were taken into account like trends and competition. The output of your strategy is specific enough to be clear to the organization.
Your strategy is more than a list of projects to work on but incorporates guidance for the organization on important things like competitive advantage, customer targeting, and new growth opportunities.
Given your company has a clear strategy, you should be experiencing a broad commitment to it throughout the organization down to the employee level. Undoubtedly, your goal is not just to have a top-down project based-strategy, but rather to have a strategy that permeates the organization, and all employees across all departments and locations understand it and what it means about what will be different in the future.
If you are investing the time and money to develop a quality strategy but are not getting adequate results, you may want a second opinion on your strategy to assess if there are any gaps or opportunities for improvement to make it even stronger. Let’s chat about how we could do that.
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?
Employees may not know what is expected of them or how they will be evaluated. At the end of the day, employees want to be clear about how they can excel and advance. Without information about how contributions will impact them they can be slower to respond. It is possible that the decision-making is primarily a function of leadership and not diffused through the organization. Employees may feel they are typically told what is needed rather than encouraged to make contributions.
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? 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.
If employee’s actions are not aligned with their verbal commitment, chances are they feel risk in tackling new behaviors. It is up to leadership to create a culture that inspires, motivates and rewards employees for adapting their work product, their thought processes and their own self-development to enable the company to reach new levels of success. To excel at growth, this DNA strand would benefit from being more consistent. Together we can determine the best way to get that done.
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.