B.1 Organization Assessment

Case Study


B.1 Organization Results Assessment - OPENING MEETING

Where we left off: In the Oe21 Case Study Introduction, our case study finished with the CEO's decision to purchase OE21. This decision was made after Chuck (HPO21 Institute) accomplished the following:

Chuck had meetings with Ben Magic (CFO) and received a copy of the Elafino Sports Center Layout (top view drawing), the Elafino Organization Chart, and a brief BIO of each of the Elafino's leaders and managers.  

Next, Chuck asked for and received from Ben Magic (CFO)  the CEO's list of issues, including:

1. Stop losing money every month 
2. Get more customers 
3. Stop the high turnover of employees 
4. Improve customer services for hockey
5. Improve workforce outputs and satisfaction with their  jobs 
6. Improve workforce capability to do today's jobs as well as anticipated jobs
7. Reduce the cost of goods sold without a loss of customers
8. Improve community relationships


Then, Chuck used all of this information to suggest a preliminary assignment of the Elafino managers to four focus teams. The suggested assignments were:

Leadership Focus Team (LFT)
   LFT  J.T. (CEO)
   LFT  Ben Magic (CFO)
   LFT  Neda Quick (VP Administration)
   LFT-IT Seymour Bits (IT Manager)
Customer Focus Team (CFT)
   CFT Ann Happy (VP Sales/Marketing)
   CFT Loel Profile (Public Relations)


Operations Focus Team (OFT)
   OFT Iville Workem (VP Operations)
   OFT Owa Byi (Purchasing Manager)

   OFT Slammer Banks (Hockey Manager)
   OFT Axel Lutz (Ice Skating Manager)
   OFT Tri Bicep (Fitness Center Manager)

Workforce Focus Team (WFT)

   WFT Dee Benfito (HR Manager)
   WFT (To be assigned) Hockey Work Unit Supervisors reporting to Hockey Manager
   WFT (To be assigned) Ice Skating Work Unit Supervisors reporting to Ice Skating Manager

Next, Chuck spent time preparing a preliminary Draft Presentation aimed at making the case for implementing OE21. Chuck asked for and was granted permission to conduct the presentation to the top managers (excluding the CEO). Chuck received valuable feedback from the Elafino managers and incorporated this input into the final OE21 Presentation.

After that, Chuck asked Ben Magic (CFO) to allow him to conduct four online surveys to be sent to the four focus teams. The CFO agreed and Chuck emailed the survey links to the focus teams. A day later they had completed the surveys. Then Chuck exported the survey results from his Survey Methods account (www.surveymethods.com). The exported results were input to one of the OE21 Decision Support Tools named: LFT B.1 Results Excellence Dashboard (.xlsx). 

The implementation of the OE21 standard B.1 Results Excellence Dashboard led to the results shown in Figure B.1-1.

Figure B.1-1 Process Outputs for Elafino Organization Results Assessment

  • NOTE TO MANAGERS:  In Figure B.1-1, the results excellence summary score (top block) is 56.7% of 100% or 255 points out of 450. According to the analysis guidelines below, this score would be unsatisfactory. Scores like these are typical of most organizations that have not yet implemented the OE21 Standards. After implementation, another Results Excellence Assessment should be done to show progress from where the organization began its journey into organizational excellence

OE21 Results Excellence Dashboard Guidelines - The following guidelines are used for the analysis of the results and future actions:


The maximum score (Figure 1 top block) is 450 points (rarely achieved)


  • A high-performance (excellent) score is 405 points or higher (90% or higher)

  • A good-to-excellent organization score is in the range of 70% to 85%


  • An average organization score is 315 points (70%)


  • An unsatisfactory score is less than 300 points (66%)


  • The Leadership Focus Team (LFT) should set the future goal for the Results Excellence summary score to be at least ten percent (10%) higher than the baseline score. 

  • After achieving the higher score, the LFT should raise the bar another 10% or higher until attaining the highest possible target. This practice helps sustain continuous improvement.

  • The Elafino LFT (IT Manager) should publish the dashboard results on the organization's INTRANET and should notify focus team members of all updates.  

What Chuck would say about the Elafino Dashboard in Figure B.1-1:


"As you can see in Figure B.1-1, your Organization Results Excellence score is 56.7% of 100%, which means you have a lot of work ahead of you."


"You can also see several red blocks that are of immediate concern:

  • Workforce Capability/Capacity is 38% because you have less capable workers than needed

  • Process Management is 30% because you have very few documented processes

  • Customer Excellence is 63.5% and we need to get it much higher

  • Financial Performance is 44% because we are losing revenue in some of our services

  • Marketplace Performance is 30% because we are not capturing as many customers as we should


The CEO Presentation - Chuck used practices documented in OE21 3.2a Opportunity Marketing to prepare the Elafino CEO Presentation. The following is an outline of the presentation:

  • Title Page

  • CEO Goals and Challenges (the list of eight CEO issues)

  • OE21 Organization Results Dashboard (Figure B.1-1)

  • Chuck's analysis of Dashboard results (see "What Chuck would say" in last paragraph)

  • Transition Page (from problem to solution)

  • OE21 Solution - how OE21 aligns with CEO Goals and Challenges

  • OE21 High-Level Overview (27 standards; 60 decision support tools)

  • Investment (costs and implementation time estimates)

  • Return on Investment (ROI) - how OE21 contributes far more than it costs

  • Implementation Plan (high-level schedule for focus teams)

  • Next Steps 

After the CEO Presentation, the CEO decides to purchase the OE21 Program. After the purchasing process, Chuck and the Elafino focus teams are ready to begin implementation. 


    • Organizations need to find and measure their "pain points" (problems)

    • Organizations need "instruments" just like automobiles, boats, and airplanes

    • Scroll down, take a good look at the images and think about the key points

Boardroom Xray.PNG


  • How do you run an organization without instruments like the OE21 Results Dashboard?


  • If you were the CEO or a manager, how would you learn what problems the organization faces?

  • Do you think that managers should have a Results Dashboard and know how to use it?

  • How do you think managers should go about changing Red and Yellow dashboard results to be Green? (Hint: Implementation of the OE21 Standards is a great start.)

  • What did you learn from your studies of this OE21 Standard B.1?

  • What do you think you should do to be a better manager?


Where We Go From Here - The next step after the purchase is to implement the A.1 OE21 Setup process. This process is performed by the HPO21 Institute (OE21 provider), and the organization's IT or designated OE21 Facilitator (FAC).


The readers of this Case Study should go to the A.1 OE21 Setup page and give it a good read. After that, the readers should study the content on these OE21 links:

  • Team Guide

  • OE21 Implementation Guide

Next, the reader should continue with Case Study OE21 P.1 Organizational Description