How can we insure we do not loose what is the essence of our strength if we transform our core-business?
Should we keep doing what we’ve always done, focusing only on the development of our efficiency? Or is it time to reposition our work, in relation to changing needs and challenges in our environment, and invest our know-how in new markets? How can we insure we do not loose what is the essence of our strength if we transform our core-business?
First step : differentiate the why from the how; the true purpose of our company, from the means used to enact it, from the means used to implement it. The impact we seek to have on our environment from the products we’ve created, up to now, to generate it.
1st example: A post-war non-profit organization searching for a new breath of life.
- The request :
An institutional analysis, to assess the current situation and test possible operational solutions in order to breathe new life into the organization. More specifically, a set of issues to work on with the organisation as a whole:
- Undertake a SWOT analysis, looking at:
- The organisational model and its efficiency: roles and relationships between people and entities
- The relationship between central and local governance
- The appropriateness of the current funding strategy.
- The position of the institution in relation to its competitors
- Clarify the purpose of the organisation
- Envision what role this institution desires to play in the 10 years to come in the French society and in Europe,
- Test which new project members are willing to sign up.
- The results:
- A clear and strengthened sense of purpose
- A transformation of the operating model by which this purpose is enacted, including:
- A new decentralised dynamic
- A more precise engagement in and with Society
- A renewed incentive for “learning by doing”
- A plan of action highlighting the strategic transformations to be lead in 7 key areas.
- Members re-energised by the very process of the strategic work directed by Nexus.
- How did we do it:
- Work in partnership with a steering Committee
- A process designed to set in motion and revitalise the institution
- A set of individual and group interviews
- Sessions of collective Exploration (50 persons each time) bringing together the entire institution through an innovative process of representation
- An iterative process for constructing the solutions, allowing an upstream validation by a great number of the members
- Clear recommendations to the Board