While the Culture-Strategy Fit Profile™ provides leaders with valuable information about the fit between their organization's culture and its strategy, the Organizational ‘MRI'™ goes one step further and examines organizational practices and leader behaviors at a more detailed level to determine precisely how each practice is supporting or interfering with strategy implementation and performance. It is particularly valuable for leaders of organizations going through large-scale, complex transitions such as turnarounds, restructurings, Enterprise Resource Planning system implementations, and mergers or acquisitions as they are frequently faced with the daunting task of identifying the most effective and efficient way to accomplish the transition and get results fast.

The Organizational ‘MRI'™ is named after its medical counterpart, magnetic resonance imaging (MRI), because it uncovers difficult to find issues or 'hot spots' that are negatively affecting your organization's health. It efficiently and accurately identifies the internal organizational practices, and leader behaviors, that can be used to expedite the change process and sustain the changes over the long-term. It is uniquely effective because it targets a carefully chosen structure of practices and behaviors that can drive change systemically throughout the organization.

A way of looking at organizations is to think of them as being comprised of four basic elements: the work the organization performs; the people who perform the work; the formal coordinative arrangements that ensure that the work is done consistently well; and, the culture of the organization.



The Organizational 'MRI'™ focuses on the fit between your current practices and your short and long-term goals. The swirl illustrates the dynamic nature of organizational practices. A misalignment in one practice area is likely to have a negative effect on several other practices. For example, if the coordinative practice of 'governance' is not aligned to the organization's strategic direction, it is likely to have a negative effect on decision-making practices, including priority setting, as well as planning and organization design.



The 'noise' created by misaligned practices eats management and staff time, diverts energy and focus, adding cost and impeding strategy execution. In extreme cases, the result is fire-fighting and crisis management with everyone so busy dealing with the day-to-day challenges of running the business that there is no time or energy left to take the steps necessary to execute the organization's strategy. In today's climate, where there is pressure to do more with less, this can be very costly and frustrating for all concerned.

Our approach

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The Culture-Strategy Fit Profile™ provides the focus for the Organizational ‘MRI'™ in that, much like early stage medical diagnostics such as x-rays and ultrasounds, it identifies the specific practices and behaviors that require closer examination. This information is used to structure the Organizational ‘MRI' ™ diagnostic process which involves the use of e-polling technology to engage knowledgeable members of the organization in a strategic dialogue that surfaces the causal relationship between practices, leader behaviors and performance. This is then used to develop a very targeted and actionable plan to drive the changes necessary throughout the organization.

Essentially, the Organizational ‘MRI'™ streamlines the diagnostic process by eliminating costly interviews and extensive focus groups that are common in more traditional approaches. This is accomplished by using our knowledge of the structure of practices and related behaviors in organizations to quickly sort through symptoms to get at root cause. This leads immediately to the development of a targeted set of recommendations selected because of their ability to drive change on an organization-wide basis. The result is rapid, widespread systemic change that is sustained over time.

• Eliminates guesswork. Identifies the specific practices and behaviors that can be used to drive change throughout the organization
  
  
• Significantly expedites the changes required to support major organization transitions – see results in a matter of weeks versus years
  
  
• Targeted and efficient. Ensures that action plans and initiatives are focused on the critical few practices and leader behaviors that get the greatest results
  
  
• Very efficient in its use of internal and external resources
  
  
• Effective for engaging employees in the change process thereby creating higher levels of buy-in and commitment