Organizational Effectiveness Index



Organizational Effectiveness Index

Is your execution capability failing you consistently? Are you displacing unequally higher energies, efforts & time organizationally, to get to the results? Is your Organization well placed to be agile with execution, responding to strategic changes, in the times of hyper - competitiveness, consumerism & disruptions? Know Your Organizational Effectiveness Score and dissect the underlying reasons to what’s attributing to your organization’s successes / failures consistently and how to leverage it your favor!!
The Organizational Effectiveness Index is a measure for organizations to understand a combination of internal dynamics, levers and elements present, which if played right can lead to high chances of the following:
a)     Any Strategy getting Executed,  
b)     That with Optimal Efforts/Energies at an Organization level
c)     And in the light of key qualitative elements - Culture, Agility, Cohesiveness & Leverage – which are absolute essential to create a macro impact.

The Brew's OE index is a holistic culmination of People Strategy & Practices, Process and Systems Maturity, Measurement & Metrics, Inclusivity – Objectivity – Transparency, Org Design, Org Development, Talent Management, Motivations & Institutionalization of culture.

These Elements are divided in to 5 common parts are the building blocks which equally include formal and informal elements as listed:
a) Information & Mental Stereotypes: Information is availability of operational data, knowledge, on standard practices, typical to performance, contribution, priorities, and expectations while Mental Stereotypes are the deeply held beliefs that employees hold when operating on the information.
b) Decisions & Behaviors: Decisions represents the formal setting / context of the Organization, the way these decisions are approached, who takes it and the follow through which impact the behaviors. Equally contained here, are the unsaid & implicit expectations that Organizations have, vis a vis existing stereotype response / reaction from the Workforce.
c) Influencers & Enablers: Influencers are positive anchors or motivations, can be with respect to workplace ambience, rewards, opportunities etc which employees aspire for. It equally includes the soft and the hard influencers. Enablers, on other hand are the instruments and tools to realize the Influencers, leading to fulfillment of aspirations.
d) Networks & Structures: Structure describes the formal organizational model, flow of work, decision, and information, while Networks are informal congregations / groups of individuals and how they communicate or make decisions. This represents the totality of both, Formal and Informal with their respective contexts and motivations.
e) Governance & Frameworks: Governance & Frameworks includes the set of procedures and practices at System level to ensure Stability, Enrichment, Sanity and transparency reflecting and upholding the beliefs and persona of Organization, which the employees have built upon.

Given below are the scoring patterns and weightage –

With the same inputs, The Brew’s Organizational Effectiveness Index as well measures the key levers of Leadership, People Management Systems, Employee Engagement, Strategy, Organizational Structures & Roles, Organizational Culture & Values helping to understand the areas of improvement.
It's equally important to note from a systems thinking perspective, dissecting an organization to elements without any correlation will be unwise. Rather, these are overlapping and interconnected - interrelated fields that always are in a state of flux.

Hence, the key takeaways post taking the OE Index is for each of the element, Leaders will/should be able attempt at least two essential pieces of information:
a) What are/needs to be our principles in this area? What should we prioritize in order to get this right?
b) What are/needs to be our practices in this area? How does this manifest in the organization through behaviors & actions?

Get connected to The Brew to dissect the organizational dna, enabling consistency in behaviors & decision making – improving business outcomes & human capital decisions.