Before starting any measure, it is necessary to analyse and understand an organisation first. We have developed two different toolsets to analyse the current status quo of an organisation, the organisational readiness model (ORM) which leads to the organisational readiness index (ORI) and the organisational transformation blueprint (OTB) which leads to the organisational transformation index (OTI) in order to evaluate the current status quo of an organisation and have a base line for subsequent activities. The models have been developed in cooperation with academia and industry and combine the content from business models, principles and approaches from organisational design and transformation from industry, consulting, theory, classics, and contemporary approaches and indices in order to form the basis for an organisational readiness assessment.
Organisational readiness index (ORI)
For organisational design activities we use our organisational readiness model (ORM) in order to establish a baseline for an organisation. The approach is flexible to that extent that the level of detail can vary and in particular instances we concentrate only on a few aspects in more detail after having done the initial analysis. The result of the analysis is the organisational readiness index (ORI), which allows to identify those areas of the organisation, which require particular attention. We provide evaluations along the following dimensions:
We recommend to redo the analysis after a period of 9-12 months in order to see, to what extent there is a shift of focus or need for course correction.
Organisational transformation index (OTI)
For organisational transformation activities we use our organisational transformation blueprint (OTB). The approach is also flexible to that extent that the level of detail can vary, however contrary to the organisational design analysis the sequence of events is of much more importance. Despite having a directional flow, the transformation does not go only one way. It cannot be emphasised enough that it transformation is an iterative process in most of the cases requiring constant feedback loops in order to initiate course corrections, because the initial plan naturally differs from the real situation, but one cannot start without having a plan in the first place. The result of the analysis is the organisational transformation index (OTI), which allows to identify those areas of a transformation, which require particular attention. We provide solutions on the following dimensions:
