Organization Dynamic Model

1.0 Organization Strategy 2.0 Organization Design 3.0 Organization Culture
1.1 Mission, Vision, & Competitive Advantage 1.1.1 Mission 2.1 Structure 2.1.1 Structure Alignment 3.1 Values & Beliefs 3.1.1 Values Credibility
1.1.2 Vision
1.1.3 Strategic Advantage
1.2 External Assessment 1.2.1 Customer Profile 2.2 Core Competence 2.2.1 Leveraging Core Competence 3.2 Leadership 3.2.1 Management Modeling
1.2.2 Market & Competitive Analysis 3.2.2 Empowerment
3.2.3 Coaching
3.2.4 Building Teams
1.3 Internal Capabilities 1.3.1 Finance 2.3 Information, Systems, & Technology 2.3.1 Organization Communication 3.3 Human Resource
3.3.1 Recruitment
1.3.2 Research & Development 2.3.2 Shared Knowledge 3.3.2 Orientation
1.3.3 Production 2.3.3 Required Technology 3.3.3 Training & Development
1.3.4 Marketing 3.3.4 Performance Management
1.3.5 Sales Effectiveness 3.3.5 Reward Systems
1.3.6 Customer Service
1.4 Planning & Execution 1.4.1 Planning 2.4 Organization Efficiency 2.4.1 Policies & Procedures 3.4 Organization
3.4.1 Informal Communication
1.4.2 Resource Alignment 2.4.2 Roles & Responsibilities 3.4.2 Employee Feedback
1.4.3 Execution 2.4.3 Outsourcing & Partners 3.4.3 Ability to Change

Assessment and Planning Objectives
1. Discuss/debate performance issues that currently impede success. 4. Determine action items, due dates, and metrics for each goal.
2. Gain senior management agreement regarding prioritization of 5. Determine and allocate the necessary resources to achieve each goal.
    the most important High-Impact/Low-Performance areas. 6. Develop and communicate performance improvement plan.
3. Identify performance improvement goals. 7. Execute plan.

The Enterprise version of the QuadStrat Assessment includes 35 organizational disciplines divided into 12 “Key Components”. These components are organized under 3 “Core Drivers”: Strategy, Design, and Culture.

Below is an overview of the 12 Key Components. The differences between the QuadStrat Enterprise Management Assessment and Staff and Board versions of the Assessment are also noted:

Key Component Overview Staff Version Board Version
1.1   Mission, Vision, and Strategic Advantage Why does your organization exist?  What purposed to you serve?  Where are you heading as an organization?  On what factors will you compete?  (For Public Sector organizations, how will you maintain your distinct advantage as a provider of services?) Mission and Vision Factors included Included
1.2   External Assessment Do you understand the factors happening outside your organization that could impact your success?  Do you understand the strengths and strategies of your competitors – or other government agencies who provide similar services?


Do you clearly understand the needs of your customers?  Do you understand how your customers would like to purchase and use your products and services?

Not included Included
1.3   Internal Capabilities Do you have the necessary financial resources to get the job done – to meet your Mission?   Have you developed innovative and useful products and services?  Are you cost effective?  Have you developed a compelling Marketing campaign or Public Awareness plan? Are you meeting your sales or revenue goals? Do you provide world-class service to your customers? Customer Service Factor included Finance, Marketing, Sales, and Customer Service Factors included
1.4   Planning and Execution Have you developed a formidable strategic plan or business plan that is targeted on the right goals and measurable?  Do you allocate resources effectively?  Do you successfully execute your plans? Not included Execution Factor included

Key Component Overview Staff Version Board Version
2.1   Structure Does your current structure make sense given your strategy? Not included Not included
2.2   Core Competence What is your organization particularly good at and how can you leverage these skills to provide new products and services and to increase customer satisfaction? Not included Included
2.3   Information, Systems, and Technology Are your keeping your customers, managers, and employees properly informed on important issues?  Can you share information and lessons learned across departments?  Do you have the right technology in place to achieve your strategy? Communication and Technology Factors included Not Included
2.4   Organization Efficiency Are your policies and procedures clear?  Are they helpful or bureaucratic?  Do your managers and staff understand how they personally contribute to your organizational strategy and goals?


Do you outsource functions that are not related to your core competencies?  If so, do you monitor the performance of your outsource partners and hold them to your performance standards?

Policy and Role Clarity Factors included Outsourcing and Partners Factors included

Key Component Overview Staff Version Board Version
3.1   Values and Beliefs Have you clearly communicated the values and standards that every employee in your organization must follow?  Do you confront violators? Included Not Included
3.2   Leadership Do your managers “walk the talk”?  Do they model your values?   Are your leaders viewed as competent and trustworthy?  Do they involve their staff in identifying and solving problems?

Do they show appreciate for top performers?  Are they willing to confront low-performers?  Are they effective at building enthusiastic, productive teams?

Included Not Included
3.3   Human Resource Systems Are you effective at attracting top talent and making employees feel like they are a part of something vital and exciting?

Do you provide the training employees need to contribute?  Do you evaluate employee performance on a regular basis?  Have you established rewards that are fair and worthy of the effort?

Orientation, Training and Development, Performance Management, and Reward Systems Factors included Training and Development, Performance Management, and Reward Systems Factors included
3.4   Organizational Character What is the real, informal, day-to-day nature of your organization?   If you say, for example, you have an “Open Door Policy”, is this what employees actually experience?

Do you ask for employee feedback?  If so, do you close the feedback loop, even if the answer is “no”?  Does your organization recognize when significant changes are necessary.  How effectively does your organization adapt to change?

Included Ability to Change Factor included