Managing a program with several projects or an entire organization is a major challenge. Every organization is a complex system with many actors, opinions, rules, reservations and interactions. Seen from the outside, it is difficult to see what works, where the problems are and where action is needed. From the inside, the situation is not better, because from this perspective it is difficult to see the interrelationships and framework conditions.
Most organizations lack transparency. Transparency, in turn, is important for making the right decisions. :nabled analyzes organizations and provides the transparency needed to make decisions based on solid data. The analysis also finds structural and organizational problems and automatically provides measures for targeted and continuous improvement.
The analysis platform continues to provide methods and tools to improve, strengthen and make the entire organization more efficient.
The essential question in analyzing organizations is what should be analyzed. We distinguish between three levels:
- Results analysis
- Performance analysis
- Capability analysis
The levels build on each other. Without capability there is no performance and without performance there are no results. :nabled measures the organization's capability and - if desired - adds the result and performance data. All data in combination results in a clear and objective state of the entire organization.
The results of an organization are defined and measured through goals. The most important task of an organization is to deliver value and to measure that value. Results can be easily determined and, for the most part, easily measured. Goals are often: number of customers, market share, revenue, return on investment, usage patterns and revenue per customer.
These metrics are important to target all activities in an organization, but on this basis alone, an organization cannot be structurally analyzed and improved.
The second level is the analysis of performance. If teams and projects have a good performance, they will achieve their goals more quickly. Tools (e.g. Jira) can be used to easily determine the performance of teams. This can be used to check the throughput and quality of teams. Based on that data, teams can increase their qualitative throughput by defining appropriate measures.
These values help to ensure and improve performance, but they do not indicate how fast and good the organization could ideally be.
The third level of analysis is performance capability. Only capable teams and organizations can find the best way to achieve the desired impact with maximum speed and excellent quality. Capability describes the ability of the organization, teams and people to achieve the maximum. Capability is not about using pressure to get the maximum out of people, but about creating an environment and an organization that enables the corresponding capability.
The measurement of capability results from this simple logic:
- Capability results from the framework conditions of an organization.
- The framework conditions can be described in terms of success factors.
- The status of the success factors can be measured.
The organization must therefore describe the framework conditions via success factors that enable maximum capability. :nabled provides predefined frameworks that describe the success factors of successful organizations. These can be used as defined, adapted or even individually developed.
The analysis is carried out via a self-assessment. All members of the organization, important stakeholders and, if applicable, customers are invited to give their individual assessment of the implementation of the success factors. The analysis is essentially carried out via personal ratings with questions that are individually selected by the analysis tool according to the role of the respondent.
The analysis tool delivers various reports that shows the performance from different perspectives. The overall status and details of all success factors can be displayed for each project, area or for the entire company.
Convergence reports show deviations. These can be displayed between roles, individuals and projects. Based on the deviations, best practices plus organizational, communication and also qualification deficits can be identified.
We have developed the SPACE organization analysis template. The template defines 19 success factors and provides more than 150 predefined measures for organizational improvement. Like any of our frameworks, it can be customized to fit the organization.
Market: We know our market environment.
Customer: We understand our customers.
Sponsor: We have project sponsors who support.
Leadership: We are well organized.
Team: We have competent, integrated teams.
Members: Everyone can contribute with all skills to the maximum.
Target setting: We have clear, strategic goals and pursue them.
Self-criticism: We work self-critically.
Efficiency: We are efficient and avoid waste.
Build: We continuously create value for our customers.
Measure: We measure the success of our work.
Learning: We learn from the results of our work.
Following up: We make sure that problems are solved.
Opening: We open ourselves to the outside world and use third-party services.
Partners: We are well connected.
Networked: We know the goals and challenges of others.
Fair: We help and support each other.
Expand: We know why we are growing and expanding.
Grow: We are in control of our growth.
The diagram shows the 19 success factors that are analyzed with the template. The success factors are organized in 5 groups. For each success factor its objective is shown.
The results of the organizational analysis are reports that describe the condition of the organization in detail. On this basis, teams and management (ideally together in mixed groups) can define concrete measures to improve the organization and projects. Best in an evaluation meetings in the form of a retrospective, ideally supported by a coach. By scrutinizing the results of the analysis and the anomalies, essential measures will be identified to improve the company's performance can short term and long term.
The analysis reveals structural and organizational strengths and deficits. On team and personal level, strengths and deficits in knowledge and skills are revealed. Keep what works and define improvement measures where needed.
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