Understanding Your Organization

Geary Rummler was a pioneer in the development of tools for modeling and methodologies for analyzing and improving organization performance. Many of these tools and methodologies were described in Geary Rummler and Alan Brache’s pathfinding book Improving Performance:

“With over 100,000 copies sold worldwide, Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual.” Amazon.com

The hallmarks of PDL’s approach are our continued utilization of a holistic view of the variables impacting performance and continued application and refinement of the modeling techniques and improvement methodologies invented by Geary Rummler.

Situation Analysis

The purpose of a situation analysis is to determine the cause of the gap in results and specify what must be done to close the gap. The analysis may identify a gap in results at the Organization, Process, Department or Individual Performer level.

Benefits of Situation Analysis:

  • Causes of performance problems are identified – not just the symptoms.
  • Clients receive prioritized recommendations and an associated implementation plan.

Know Your Business

Know Your Business is an approach to management development centered on the improved capture and active transfer of business specific knowledge.
Most management development programs today are based on generic business management skills or competencies because of the difficulties associated with capturing and transferring knowledge that is unique to individual businesses.

The Know Your Business approach is a business tool that creates a real competitive advantage by tailoring management and leadership development to current management business philosophy – one size does not fit all. PDL provides an effective and efficient approach to the capture of business specific knowledge.

With the ability to transfer business specific knowledge comes the opportunity to engage new & existing managers using active learning techniques such as case studies and scenario building that makes the Know Your Business approach relevant and challenging to managers and value-added in the eyes of the organization.

Benefits of Know Your Business:

  • Everyone in the organization has a common view of the “system” being managed.
  • Managers understand how their operations impact the external customers and their internal business partners. They understand how they can add or subtract value.
  • The seasoned manager will learn how to better leverage the key variables impacting their operations. They will be better equipped to troubleshoot their operations when they detect variances to results.
  • The new manager will be provided with a model to quickly learn and orient themselves to their new operations. They will quickly learn and understand the key variables that impact their operations and people.
  • Managers know the key variables that must be managed and that impact the company, department, their operation, their job and the customer.
  • The organization will:
    • Develop a pipeline of candidates
    • Develop a core curriculum that becomes the basis for all development efforts that can be easily incorporated into current management development efforts
    • Develop a career path for key management positions

Organization Unit Modeling

PDL will develop the systems view of your organization including your process architecture, values chains and management system. This view can be used to diagnose problems and bring new insights to your management for how to resolve those problems and manage performance. For organizations with distributed operations such as multiple retail centers or manufacturing sites, these models can be used to identify elements of exemplary performance that can be leveraged across the system to improve the performance of all units.

Benefits of organization Unit modeling include:

  • Common view, visibility across the system and into individual performing units.
  • Specification of the reasons for variances in performance across units, with key variables identified that are affecting performance, such as measures, supervisory practices, differences in work environment, etc.