Why Recalibrate your organization?

Every organization striving to realize a vision encounters the same challenge.  Your collective achievement—what your organization actually accomplishes—is usually much less than its total available potential.  

Organizational development engages you in processes designed to uncover and address the factors which may be undermining organizational achievement.  These factors often combine to create your organizational "culture" and, in the words of organizational development guru Edgar Schein, "Culture eats change for breakfast." This means if you don’t build and support the right culture, your organization’s ability to successfully deal with change and to progress is going to be severely hampered.

In order to succeed today, you need to build a culture that supports the organization’s ability to:

• Set clear, meaningful and exciting goals
• Develop and implement effective strategies to achieve those goals efficiently
• Increase employee engagement so your people are pursuing the goals with commitment and enthusiasm
• Increase your capacity to create, respond to and manage ongoing change
• Measure, manage and continuously improve performance

Recalibrate Your Culture

Recalibrate will challenge you and your organization to ask:

"Is the way we now do things around here the way that will get us where we need to go?"

If the answer is "no" then you need to check the efficacy of your current behaviours, mindsets, assumptions and values operating day-to-day. You may need to recalibrate your culture.     

Recalibrating your organization / culture can involve:

• Clarifying your vision, mission/purpose and values
• Reviewing the unique assets of your organization
• Scanning your environment for trends and changing needs that impact you and your stakeholders
• Developing and reviewing possible future scenarios to identify future organizational directions
• Plotting strategic options for potential ways to move forward
• Gaining commitment to action and piloting agreed options
• Reviewing what happens and integrating the learning
• Incorporating ongoing strategies to ensure high levels of employee awareness, understanding, commitment and action

“In the end, an organization is nothing more than the collective capacity of people to create value.” 
— Gerstner, 2002