THE PUZZLES PROJECT
DEFINING YOUR ORGANISATIONAL PROFILES
WHY DO WE NEED TO KNOW OUR ORGANISATIONAL PROFILE?
Better snapshot of organisational health
Better leadership & organisational performance
Better mapping of blind-spots and risks
Better diagnose of problems' root-causes
Better organisational change management
Higher performance & team-work
The "fall-apart" organisational profile
The "fall-apart" organisational profile or DNA has the highest level of incoherence among the four puzzles - rules, perks, structures & info.
When the 04 puzzles are falling apart, the building blocks are completely unaligned, resulting in a failure to build a solid foundation for any sound decision to take place.
Each & every one in the "fall-apart" organisation has their own rules to manage their relationship at work. They don't care about other rules. Who report to whom & who takes responsibility for their wrongdoings do not really matter.
There is also no motivation for all to work together. Unfair management is the key word for "fall-apart" organisations. Finally manipulated data or distorted info drives key decisions & therefore no trust is in place.
New or short-visioned entrepreneurs or leaders who don't want to invest in systems or regimes normally face "fall-apart" organisations. They only realise the problems when they see how much "fall-apart" organisations cost them or completely ruin their businesses.
The "forced-to-fit" organisation
The "forced-to-fit" organisational
profile or DNA has the highest extent of conflict between between their desire to grow fast & their internal capacities to actually grow.
When the internal teams are not ready, all new systems & regulations make it "forced to fit".
Rules & structures become burdens for the entire operation, especially when they are complicated, multi-layer & constantly changing based on random ideas & piecemeal mindsets.
The only motivation for the whole team is trying something new. However their unreadiness makes it less motivating as they need time to adapt to the new situation under pressure.
Leaders of these types of organisation are normally so eager to new changes without evaluating carefully the internal readiness in response to changes.
When leaders realise the unproductivity, poor performance, blame-game or any form of conflicts among team members over the new changes, they must evaluate the whole picture for more comprehensive organisational changes before any new business changes.
The "outcasted" organisation
The "outcasted" organisational
profile or DNA has basically aligned building blocks, except for one being "outcasted".
The outcasted one could be any of four building blocks. However info is normally the one.
When info is outcasted, the info flows always face obstacles, therefore hardly becoming useful data or inputs for sound decisions to be made.
Finally they are hardly transformed into the knowledge within the organisation which needs to be transferred & growing to make all at the same page of where the organisation should go & how to get there.
If all other three puzzles are aligned, the chance is that systems might be invested & standards are in place. However the outcased information that can be manipulated by people may lower the degree of trust within the organisation.
Without a genuine trust, none of systems are able to stand strong & support the human performance within the "outcasted" organisation. Investing in technology should be a right direction for them to change for resilience.
The "in-sync" organisational profile
The "in-sync" organisational
profile or DNA has the highest level of alignment between four puzzles or building blocks.
The in-sync profile affords the organisation an opportunity to benefit from great management (consistent rules) - great motivation (motivating perks) - great structure (aligning team) & highest level of trust (no-obstacle information flows)
The most tangible benefit from "in-sync" organisational DNA is the lowest cost of poor management, poor performance & workplace conflicts.
The highest value added is the highest level of trust among teams & individuals that make any decision become reality & help organisations survive & thrive in any change & crisis.
Making aligned or in-sync organisations is not easy. However constantly evaluating organisational Risks, Conflicts, Changes & Crises (RCCC) & the responsive actions against RCCC is one of the most cost-effective way to improve organisational DNA.
WHAT PEOPLE SAY
"Poor rules mean poor management.
"Poor perks mean poor motivation.
"Poor structures mean poor efficiency.
"Poor data mean low degrees of trust.
— Lynn Tran, Owner of a Boutique Hospitality Chain
How to make in-sync puzzles?
Let's find out your organisational profile
Johan Lindholm, CEO
In Vietnam, organisational performance is such very new concept that many leaders do not know it can drive quality & growth in any business. Weatwork's the Puzzles is a very smart & cost - effective tool for high-performers to thrive in Vietnam & in the region