Organizational Performance Improvement (OPI)

We fundamentally believe performance is designed and not something that comes about by chance or good luck.  The approach that we take allows us to design performance in a systematic and repeatable way with predictable results.

When an organization seeks to create more value for its stakeholders, we provide the tools and methodologies to ensure all elements of the organization are aligned and working together to reach the desired end result.  Our approach helps management teams clarify their desired results, and then redesign the complete business architecture towards achieving those desired results.

The Business Bloodhound can assist you with the following integrated OPI services:

An organization is a complex system of individuals, jobs, processes and functions that must be organized, integrated and coordinated in a particular way, to deliver a specific result.

The Business Bloodhound can assist you to develop the systems view of your organization, which is effective in diagnosing and resolving performance problems.

“A system is greater than the sum of its parts”

“Performance problem” refers to the gap between desired results and actual results. When an organization experiences a performance problem, we assist the organization in mapping the underlying system dynamics of performance problems, whether they are at the organization, department, process, or individual levels, or a combination thereof.

Once the underlying system dynamics of the performance problem is mapped, we work with the organization to address the areas contributing to the performance problem.

“If you keep doing what you are doing, you keep getting what you are getting”

Organizational redesign involves redesigning the organizational architecture so that each component of the system has a clearly defined contribution to make to the overall effort of value creation.

Benefits of organizational redesign include:

  • Ensuring the organization is aligned and “line of sight” is created for everyone, i.e., a clear connection for every employee, including the management team, about exactly what outputs they are required to deliver each day in order to effectively impact on the value creation efforts of the organization
  • Creating the environment for continuous improvement of performance
  • Improving profitability, by enhancing productivity and performance through employee engagement

“The way in which a system is configured will determine the outputs of that system. If different outputs are desired, the system and its subsystem must be reconfigured”

“Organizations are like automobiles. They cannot run themselves – except downhill” – Manfred Kets de Vries