GrowthDNA Assessment for Swagelok- Penn Fluid System Technologies
Linda Huang: firstname.lastname@example.org
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.
Your organization is putting time and effort into developing a strategy. You have a plan in place that has been communicated and expectations established for how to compete in the marketplace. Beyond that, it is likely that your strategy is not as complete in painting a picture of the desired future.
It is possible that what you are creating is more of an operations or business plan—one that builds on where you are with goals for incremental improvements in what you are currently doing. 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.
To ensure you maximize the results from your strategy, be sure you have adequate “outside-in” insights from your discovery work, where you assess the company the same way a customer might, and the strategy you create steps back to look at the future first—where you could be—before you decide what to work on next year. Don’t assume that getting better at what you already do will earn more dollars in the marketplace. It may save money but it won’t take your organization to a new level of performance.
If you are interested in improving strategic clarity and focusing on big wins, let’s get together to determine how to best strengthen this strand of DNA. We want you and your entire team to be energized by strategy and achieve your potential!
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.
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 red.
GrowthDNA is highly recommended for your organization to enable it to reach the next level of success. It will build on existing areas of strength and shore up each strand required to produce best-in-class results and be able to perform at high levels consistently over time. There are a few options:
- 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 and can be purchased here.
- Commit to strengthening GrowthDNA in all strands. This is the only way to maximize results. If you are going to expend the effort let’s be sure you get the best possible
return. Let’s chat and discover what YOUR organization needs specifically to take it to the next level. It is never too late and it is never too soon.
For more information, contact us.