Addressing the Pervasive impact of a crisis on the Dynamics of an Organisation

The Dynamics of an Organisation are those Forces that influence the Functioning of the Organisation. They reflect its ability to mobilise Resources to achieve an Aim and, its Performance in achieving that Aim. The level of Organisation Performance, Productivity, Agility, Innovation, Collaboration, and Productivity of an Organisation and its Ecosystems is determined by the Strength and Power of those Forces.

Dynamics are made up of individual Constructs, these are the Capability Building Blocks, or sources of Energy for Dynamics based on Unitary Developmental Theory (UDT)

Prior to the recent Global Public Health Crisis (Covid-19) and the Ukranian and Middle-east wars, there already existed a reasonably high degree of Volatility, Uncertainty, Complexity & Ambiguity (VUCA) for most Organisations:

• Political Uncertainty in many Regions

• The degradation of existing Global Trading arrangements

• Brexit

• Climate Change & Environment Impacts

• New and emerging Technology Innovations & their applications

• Fake News & Cybersecurity threats

• Wars and Civil unrest in many Countries

• etc

Despite these VUCA activities there existed a level of economic stability and predictability, however the Pandemic & Wars have had a Pervasive impact Globally and now there is significant Social and Economic VUCA which plays through to most organisations.

In previous papers and commentary we have considered the approach Organisations are taking to build greater Agility, Innovation & Resilience as they manage their way through the process of Recovery and Regeneration (Figure 1). In this paper we elaborate the pervasiveness across all Organisation Dynamics and how 'Business as Usual (BAU) when it comes to Business Continuity contingencies and processes are unlikely (as has already been experienced by many organisations) to be adequate for many organisations, due to the current 'Traumatic' scenario. Research informs us that it is necessary in these types of circumstances that a 'Whole systems' approach (Organisation Systems) is necessary at every level and across all the Dynamics & their Constructs

(Figure 1)

The existing Organisation Capabilities & their respective Maturity Levels have been proven to be inappropriate or inadequate to prevent or minimise business impact in the majority of sectors and organisations (with a few exceptions that relate specifically to the rapid and radical demand created to quickly respond to the initial outbreak, eg Grocery Retail, PPE Supplies, certain Medical Equipment, Digital Communications & Collaboration tools as examples)

On Stabilization of any organisation after the initial shock, the process of building a strategy and plan to reshape and re scale their business must now consider not only their core mission and objectives, but must also take into account the high level of VUCA that will remain for the short and medium term (circa 36 months) and that organisations will need to acquire or develop new Capabilities to higher levels of Maturity (Levels 5. Competitive, 6. Advantage 7. Leadership) to have a chance of being successful going forward.

The Forces that influence Functioning & Performance (Dynamics) and their Capability Building Blocks (Constructs) will be re-profiled and strengthened as a result of taking a 'Whole System' approach based on Unitary Developmental Theory (UDT) such as using the Reference Models, Bodies of Knowledge and Guidance Tools within the Organisation Capability Maturity Framework.

A Summary of the Changes in all Organisation Dynamics caused by The Crisis

The Organisation Maturity Index (OMI) Reference Model Structure

The Extent of Organisation Dynamic Changes during this turbulent & VUCA time, are significant and pervasive. These dynamic forces and their Construct Capability Building Blocks are so ‘Inters’ Figure 2 with each other they impact each other as system elements and, the organisation system performance overall.

Figure 2

Because the underlying required capabilities and their respective maturity levels, required, have changed it is essential to Understand existing Capabilities and their Maturities. Identify the priority Capabilities (Dynamics & Constructs) and their target Maturity Levels (Level 5 and above, recommended) to meet the organisations Regeneration and Re-scaling Aims

To ensure traction and sustainability of the changes, it is essential to ensure the required Capabilities and their respective Scientific Maturity Levels are identified, measured and developed through the Development process sequence (UDT Phases).

The Organisation Maturity Index (OMI) is a simple and effective, open, online Reference Model, Body of Knowledge and set of Capability Maturity Assessments that can assist organisations and team achieve their business change and transformation goals. It also provides a roadmap to building Agility and Resilience for VUCA environments.

Related Papers

Building Intrinsic Organisation Resilience

Organizational Re-Building for a Covid-Changed World

The New World of Work – Securing the crisis gains 2020; and beyond

INDICATOR OF ORGANISATION RESILIENCE IN TIMES OF DISRUPTION (2021 Report)