kris.johnson@swagelok.com

GrowthDNA Assessment for Dibert Valve and Fitting Co., Inc.

Kris Johnson: kris.johnson@swagelok.com

Confidence: 36

YELLOW

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.

Clarity: 28

RED

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.

Commitment: 31

RED

Often an organization struggles with implementation or delivery when they have too many things on their plate. That challenge is likely combined with limited resources insufficient to tackle the list. Employees try to make it happen but are also trying to fight fires on day-to-day operations and feel stretched too thin. Something has to give so it is usually the special project or strategic plan.

Perhaps in the past people didn’t feel encouraged to contribute beyond their daily work so they stopped doing it. Another possibility is communication is under-valued or misunderstood.

All of these issues can contribute to a lower level of effective implementation. If you can only make one change, improve communication. Studies show that it has more bearing on implementation success than any other single factor. That means share as much as you can
as often as you can as consistently as you can. You will feel like a broken record. The employees, who were most likely not in the room when the plan was built, will just be
beginning to understand what you mean and what you expect and what will change as a result. For commitment to occur all of those things are necessary. Second to improving communication is to ensure resources are aligned with priorities.

Are you adequately
funding new initiatives? Are you asking people to do amazing things with no incremental resources? Are you saying things are priorities but not treating them any differently from a dozen other projects?

If you can only afford to do three new things, then do three and wait
on the others until those are done or far enough along that you can reallocate resources.

Changing your DNA on this important strand—where money is made or lost—is critical to future success. Let’s chat about how to make that happen.

Culture: 36

YELLOW
The culture has elements of growth-mindedness but it is not consistent. You may find that although communication is a priority, employees are hesitant to speak up and ask questions or volunteer for projects. That may be because for whatever reason, it wasn’t encouraged in the past. Perhaps in the recent past there has been a mindset of cost containment, which feels a bit at odds with growth.

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: 131

YELLOW

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.

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