LOI - Identifying the Change Agenda

“There is hardly a corporation anywhere that does not have the potential for a surge of upwards of fifty percent and more.” - Elliot Jaques

Organisational Climate represents ‘what it feels like’ to work in an organisation. Organisations have been established for the purpose of groups of people achieving common aims and to generate wealth for those involved. How those who are involved in that mission feel is not something to lightly dismiss. Over the course of 25 years of research and practical consultancy work, we have learnt two inalienable facts. One, that Climate differentiates superior from average performing organisations. Two, that whatever the current level of Climate may be, improving it will lead to an increase in performance.

Climate is driven by three ‘change levers’ comprising Organisational Structure, Leaders’ Behaviours and Processes. LOI™‘s internationally benchmarked measurement methodology indicates where in these areas improvements can be made. Measurement outputs from underlying quantitative 360° survey questionnaires are both descriptive, i.e. they show where there are development issues, and prescriptive, i.e. they indicate what needs to be done in order to improve performance. (Additional qualitative data can be acquired through convening a series of Focus Group discussions.)

LOI™ can be used to indicate:

• The current ‘state of play’ across an organisation, function or team
• The organisation’s true strengths
• The factors that are getting in the way of creating a high-performance Climate
• The changes that need to be made in order to boost performance
• The prioritisation of such changes so the investment of scarce resources is maximised in both the short-term and the long-term

Organisations who use LOI™:

• Have performance issues but don’t understand their causation<
• Have a need to increase their readiness or openness for change
• Need to prioritise the order in which change activities are sequenced and co-ordinated
• Recognise that there are inter-dependencies between issues and these need to be understood in terms of their cumulative effect and how doing something to just one aspect can be more damaging than doing nothing