Organisation Resilience to disruption getting more attention. The Covid-19 pandemic has been a catalyst for many CXO’s and their teams, to look at their Organisations and Teams levels of resilience to Disruption and VUCA. Now that things have settled in advanced economies the post-mortems are underway, while developing regions are behind in many cases, still struggling with the pandemic consequences. ODTI with Groningen University (Change Masters) completed the first Global Study or Organisation Resilience in times of Disruption (2021) a short summary of the finding is presented later in this newsletter or you can read the full report .
Digital Transformation interest and initiatives gathering momentum in Africa. We continue to see increased interest levels of Digital Maturity Building in Africa. ODTI supported one of Nigeria’s leading Management Consultancy ‘Gabriel Domale Consulting’ in increasing the awareness of ‘Six Macro Capabilities for Successful Digital Transformation’ which led to demand for some follow-up web-based workshops. The next open session ‘Digital Strategy and its 6 Key Capabilities’ scheduled for 2 PM Aug 12th (WAT). Register here
Meanwhile in South Africa our key partner ‘TalentAlign OD’ is supporting a number of clients with understanding and overcoming Capability Maturity Constraints as they relate to important Digital Business Transformation initiatives.
The study covered the period of January 2020 to June 2021 a period of Global Disruption dominated by the Covid-19 Pandemic. The study participants came from many Industries, Geographies and Size of Organisation, and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. View the Study Report
Any Organisation can identify its current Resilience to Disruption by Assessing its Capability Maturity, and can build Agility and Resilience by building its key capabilities and their respective Maturities through the Development Phases to The Higher Levels of Maturity (5-Competitive, 6-Advantage & 7- Leadership).
Organisations who when self-Assessed measure their Capability Maturity at above Level 4 on a 7 Level Normative Maturity Scale, demonstrate a level of Agility and Resilience that allows them to survive todays and anticipated VUCA (Disruption). The higher the Maturity Level, the greater the Resilience & Agility and the stronger the confidence to weather any period of future VUCA.
Organisations who when self-Assessed measure their Capability Maturity at below Level 4 indicated that their capability Maturity Level and Performance degraded during the recent VUCA period and their confidence to deal with future VUCA was low indicating low resilience and limited Agility
51% of Organisations are trapped at Maturity Level 3 or below, thus explaining a significant contributor to the Historic High Change Failure rates (70%+ Burnes 2016). Though this Survey finds the number is less at 35%
27% of organisations reach Maturity Level 4-Operational (Often referred to as Bureaucratic) and fail to progress to higher levels.
Only 22% of Organisations achieve Level 5 and above and attain system level Agility implied by Hamel (2015)
Larger Organisations are more likely to rate Human Dynamics at the bottom 3 maturity levels with a mean of Maturity Level 2 for approximately 55% of this population (30% of total participant population). Though not surprising that Emotion, Cognition, Personal and Interpersonal Dynamics are lower for large organisations the mean of Maturity Level 2 (Critical) suggests some significant risk factors exist for these organisations.
Larger Organisation should as a minimum complete Triage Level Assessment on the 4 Human Dynamics often associated with ‘Cultural’ deficiencies, but not exclusively.
For those organisations that are aware of potential shortfalls in the Human Dynamics then Diagnostic Level Assessment on some or all 21 related Micro Capabilities (Constructs).
Self-awareness amongst the top levels of management that they likely see the Organisation in a more positive light than the lower levels and that Resilience and Agility may not be as they might have expected.
This book demystifies Digital and Digital Transformation, and makes clearer the nature and language of Digital Transformation, Transition and Change, for both technical and non-technical people. In addition, it provides some hints, tips, methods and tools that bring greater assurance that any investment in technology will achieve the desired business outcomes.
Remember Digital (Technology) Change & Transformation must be driven by the Business, Organisation, Customer and User needs, with a view to achieving some related defined business aims and objectives that relate to Value. It is significantly facilitated by Technology & Technology Professionals. Request a complimentary copy of the ‘Pocketbook
This paper outlines the factors that underpin Organisation Resilience and an approach to building resilience to today’s VUCA environment. (Read Paper)
We all know the old adage relating to teams, is that the output and impact of people working together is greater than the sum of the parts. This is the “raison d’etre” for creating groups and organisations. But history tells us that setting up teams and organisations, and their subsequent performance is not always ‘Plain Sailing’, and the output/impact intended is not always achieved, to some or all stakeholders’ satisfaction.
Extensive research, tools and knowledge are available for an organisation when it comes to people centric tools that help individuals understand themselves, their roles in teams and the behaviours and roles of others. We also have equivalent tools at Organisation or Group level which help Leaders and Managers understand the system behaviours and performance, categorise them and improve them. This paper explores the value and application of both Individual Profiling & Group/Organisation Profiling Tools. (Read Paper)
ODTI continues seek new Added Value Partners who build and provide, Training, Consulting & Delivery solutions where OrgCMF™ is integrated into their Value Proposition to their local clients. (View Partner Program).
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Typically, 20:1 ratio of services to license revenues
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The focus for the next period for many organisations is Recovery, Growth & Resilience. To achieve these aims, those that went into the pandemic at below Maturity Level 4 (on a 7-level normative Maturity Scale) have to initiate step change programs. These organisations will need to start the Capability Building process from Level 1. We know from our Global Study 2021, those organisations who were above Level 4 survived the recent disruption with no degradation in their maturity and greater confidence they can handle future VUCA, most are focusing on a next step change and improvement building greater Resilience, Agility and Innovation.
As leaders and professionals answer the question above, they must gather and collate data and information to make good decisions, and have a means to assess progress as they implement transformation and change, not just outputs, outcomes and activity but Capability Maturity Levels as its Capability Maturity that will build sustainable Growth, Agility, Resilience and Leadership.
So, we recommend a DSMT based Capability Maturity Assessment as the best available means to measure Resilience, Agility and Innovation and identify those new Capability Maturity Levels that must be built to achieve the organisations aims and ambitions. The Reference Models provide the development roadmaps for each and every Capability.