Essential Strategy Organizational performance Model 

 

Write the intro.

 

Organizational robust in its oversight guidance, but steers clear of micromanaging – we did it by tying governance to strategy and building in measurement based on defined expectations of performance. Our Essential Strategy philosophy flows through here as well, connecting strategy, risk, and resilience by linking the core business infrastructure to operational discipline and then to organizational excellence. The Enterprise 360 Model was specifically designed to give both boards and leadership a roadmap to clarify roles. Borne out of a best practice governance framework the E360 combines both governance and strategic performance in one straightforward concept.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Business Core. The inner four quadrants are the purview of the CEO and leadership team. They are the functional areas of the operation and include the Business Model, Human Asset, Programs & Systems, and Learning Praxis. These are key areas of infrastructure that provide the foundation for the entity to operate.

 

Operational Discipline.  The middle ring represents the coordination between the Board and CEO. The Business Core supports the development and execution of these three interconnected disciplines of Strategy, Leadership, and Performance. A strong Business Core is necessary to facilitate and support the execution of strategy, the communication of expectations that drive performance, and the engagement that defines effective leadership.

 

Enterprise Performance. The outer ring represents the key elements of performance excellence that the Board and CEO together are looking to achieve. Here, the Business Core and Operational Discipline together translate into six key attributes that are necessary for long-term success and sustainability regardless of size, type or industry; we call it the Performance Formula.

 

• Aspiration is how we define our cause – the reason that the entity exists - a reason so compelling it speaks to clients, customers, partners, stakeholders, employees, and bystanders alike.

 

• Alignment tests how well our people, assets and resources are deployed to support progress towards that reason. Both are core attributes that support defining and delivering on Purpose.

 

• Intelligence is the depth and breadth of data and analysis relevant to capabilities, resource allocation and market drivers.

 

• Decisiveness is tied to the timeliness and effectiveness of strategic decisions made based on that analysis. It is the depth of understanding and intentional action that are the key attributes of successful organizational growth.

 

• Navigation recognizes that no matter how well we plan, there is no predicting the future. Once the plan is launched, how well we monitor its performance is critical to success.

 

• Adaptation is the ability to anticipate, communicate and effectively manage change. These final two attributes support the ongoing evolution that creates great organizations.

 

Enterprise Performance ultimately drives strategic decisions on where to invest energy and resource to create the future envisioned by the organization. This is where business meets vision.