Know whose problem you solve, how, and how well.
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Imagine:
Such organizations exist and they are stuck. That is, their ability to perform and grow is severely constrained.
Organizations that experience sustained growth and high performance execute, create demand, and develop capacity in orderly, or systematic, ways. A system is a collection of resources working together to accomplish a common goal. The resources of an organization aggregate into three essential systems:
Anything an organization does other than Do, Sell, or Grow, and that makes sense to continue doing, should be to facilitate, improve, or otherwise efficiently support its ability to Do, Sell, and Grow.
An organization that has execution problems essentially has no other problems because there is no point to growing or to landing new customers if the organization cannot even Do what it does to reliably deliver to customers it already has. Without a way to capture, organize, and distribute its collective knowledge from serving customers, an organization may have just a collection of unconnected experiences such that every new customer may be a “whole new adventure”. An organization that does not know for certain how it will meet delivery obligations runs serious risks and will find it difficult, if not impossible, to maintain control over the quality of its products and services.
Once there is a reliable way to execute, there is confidence to generate demand. However, without a way to generate demand that is predictable, repeatable, replicable, documented, maintained, taught, and ever-evolving, the organization’s ability to Do and Grow is likely to be constrained by its ability to Sell.
When new sales cause demand to exceed delivery capacity, it must Grow capacity to deliver. When capacity to deliver exceeds demand, it must Grow sales capacity. A growing organization needs to be clear about how it will add capacity to Do and how it will add capacity to Sell. For many organizations, this means identifying and cultivating sources of people, recruiting, and professional development.
At any time an organization’s ability to perform and grow tends to be constrained by one of the three core systems. Leadership’s job is to decide which system needs to evolve next and how.
For example, if a product provider generates more demand than can be handled by existing operations, then more production capacity is required. Once production capacity is in place, sales capacity may need to expand in order to put the increased production capacity to work. However, the amount of sales capacity should likely need to increase at a much slower rate than the rate of delivery capacity because a little more selling capacity should drive the need for a lot more delivery capacity.
In this sense, then, the evolution of Do, Sell, and Grow systems is iterative and staggered with execution capacity out in front of demand creation which is out in front of capacity to grow.
The larger and more complex an organization is, the more important it is for it to Do, Sell, and Grow in ways that are characteristic of more mature systems(see prior post on How growing organizations should go about evolving systems and processes); that is they need to be more:
As summarized in Figure 1:
See also: ISO 9000 (https://www.iso.org/iso/iso_9000/), Baldridge award program (https://www.nist.gov/baldrige/), CMMi (https://www.sei.cmu.edu/cmmi/), and other programs that encourage and help organization to improve the maturity of their systems and processes.
Leaders who are in control of operations compare their organization’s actual performance results to:
The following are definitions of phrases that use the word strategy. They provide a useful way to think about the term and matters directly related to it:
There are many ways to use the word strategy and it conjures up different things for different people in different contexts. What for example is the difference between strategic thinking and a strategic initiative and strategic planning? (For an answer see this taxonomy of strategic terms.)
Leaders who are asked: “What is your strategy?” might want to reply: “my strategy for what?” The reason is that every organization necessarily has many strategies.
There is a strategy for selling, a strategy for doing what the organization does, a strategy for managing and developing offerings, a strategy for recruiting, a strategy for developing people, a strategy for raising funds, and so on. Each strategy addresses how things are done now, and what must be done so as to achieve an envisioned future.
Continue reading Five Questions to Outline Organization Strategy
