If a primary role of the “organization” is to implement strategy, then a key question for management is the extent to which the organization is currently fit for that purpose. Essentially, there are four dimensions to a “fit for purpose” organization.
The strategy must be appropriate so that it formulates achievable goals, it must be adaptive so that it can adjust to new environmental conditions, and it must be developed collaboratively so that it can benefit from the experience of employees and involve them quickly and appropriately.
Organizational excellence determines operational results and the implementation of strategy, i.e. efficiency and thus important aspects of competitiveness.
Organizational resilience determines the extent to which the organization is able to process signals from internal and external for change and translate them into appropriate development actions.
Organizational coherence is the degree of a collective view about the strategic direction, and the short and long term threats to the organization. This leads to timely, concerted action and thus a high level of knowledge sharing and knowledge creation throughout the organization.
The implementation of the strategy requires an adapted organization: fit for purpose.
We covered the development of a strategy inFrom Odentity to Strategy , here we focus on the management actions to mplement it.