D.I.A.L.O.G

Successful organizations are continually looking for ways and areas to improve in order to gain a competitive advantage. Two critical questions that are often asked by senior management are: how do we know that resources are being properly allocated, and how can we better utilize our limited resources? These questions moved us to examine the whole issue of what are the critical elements which contribute to organizational success. As a result of this examination, we discovered that when an organization's systems and departments are aligned, the greater their success. We know that the interrelationships of process and departments within an organization are an important element in determining overall success. If the marketing and R&D departments are both strong, but they are not working together, the result will be the identification of product or services that no one wants. By the same token if an organization's structure does not support its strategy, the organization is out of alignment and the strategy will probable not be achieved. Organizations that learn to identify new relationships between what they do and the results they seek can further increase the gap between themselves and their competitors. This is important in todays business environment. Constant radical change, uncertainty, new rules and regulations, increased customer demands, and "alphabet soup programs" proliferate our daily business environment. How to manage it and how to thrive under these conditions depends a great deal upon how well your organization is aligned.


What is D.I.AL.O.G?
D.I.AL.O.G (Data Inticating Alignment of Orginizational Goal) is an orginizational assessment tool that provides information as to how well critical elements are working together to achieve business and strategic goals. It also identifies which of these critical elements are woring against you. Our approach is unique in that we measure the interrelationships of the esential elements which become predictions of future strenght. We are not concerned with measuring communication for communications sake, but rather how effectively is an organization communicationg to its employees. As such ou approach is outcome focused, rather tham simply measuring non-relevant activities.

How To Get Started:
First, senior management must determine there is a need for data in order to better understand their organization. Second, they muct be committed to using this data to better allocate their resources to improve results. After this determination is made an approach can be developed to gather the data from the organization.

Gathering The Data:
Two methods are utilized in gathering organizational data: personal interviews and a questionnaire survey. Personal interviews are conducted by trained facilitators to gain an understanding of the intensity of feelings within the organization. The survey is used to gather the depth of understanding and the views of the employees to determine directional trends.

Key Areas of Interest:
Thee are seven critical areas that are measures. After years of research and validation these seven areas have been found to be those with the greatest impact upon the development of organizational effectiveness. Theyre are also the seven areas that have been identified by NIST and make up the Criteria of Performance Excellence as used in the Baldrige National Quality Program.

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Phone :( 321) 626-0600
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