Contrary to conventional wisdom the culture or dynamics of an organization can be measured and managed. Doing so is every bit as important as managing talent, strategy & innovation.
Pitstop Analytics™ reveals the link between your organization’s culture and its sustained performance, innovation and growth. It helps leaders to engage with their organizations as complex social systems so as to foster the cultural changes required to deliver on key projects and strategic priorities.
Once considered “messy” and “soft”, research now suggests that culture could account for as much as 50% of organizational performance(1). But how exactly does culture shape your organization’s success? Find out now.
Pitstop Analytics™ links culture to success – illuminating its impact on your organization’s performance, innovation and growth. It also builds the case for (and tests the level of readiness for) cultural change across different business units, departments and teams.
(1) See “Beyond Performance: How Great Organizations Build Competitive Advantage”, Wiley 2011 or “The New Science of Building Great Teams”, HBR 2012
What is the methodology behind how Pitstop Analytics™ illuminates culture? Find out below.
Your organization’s culture needs to change, but where to start? After all, culture is a somewhat nebulous concept – as ‘intangible’ as it is ‘intractable’.
To make culture tangible and real, Pitstop Analytics™ pin-points ‘critical behaviors‘ – essential behaviors & attitudes that must adapt to deliver on your organization’s key projects, strategies and goals.
Those behavioural dynamics that are linked to performance are called Performance Dynamics (dynamics + performance = performance dynamics)¹.
Pitstop Analytics™ systematically scans 200 variables to identify those behavioral dynamics essential to your organization’s future performance. Those dynamics that hinder performance are an important Performance Loss².
1. Inspired by the fields of Group Dynamics (behaviors within social groups) and Systems Dynamics (the application of systems thinking to social systems).
2.This is an expansion of the concept of Process Losses – the factors that prevent an org/team realizing its potential. Pitstop Analytics identifies Performance Losses that are not just cultural, but relate to structure, strategy, leadership, etc.
Every organization is different, but is there a particular behavioural signature associated with peak performance, agility and innovation?
Research² points to 8 particularly powerful Performance Dynamics (shown here), but Pitstop Analytics™ will poll your organization to determine the factors that are most linked to its success.
2. See the book Pitstop to Perform, ASG Press, 2018, ISBN 1907725083.
Pitstop Analytics™ benchmarks your organization against a global inventory of Performance Dynamics based on research with over 900 teams in some of the biggest and the best.
Using internal and external bench-marking, enables leaders to compare their org./team with others, thereby avoiding self-reference bias.
Norms and behaviors can vary across an organization, so a granular analysis of culture is required.
Pitstop Analytics™ reveals the performance dynamics for each key business unit, department and so on. Importantly it is a team-centric approach, which recognizes the growing role and importance of teams.
Cultural work is accelerated by identifying those behavioral dynamics that can either help or hinder your organization in the pursuit of its goal. But data is not enough – engagement is key.
Pitstop Analytics™ optimizes and accelerates the process from information gathering to insight and ultimately impact through powerful action-oriented workshops, based on pitstop principles.
Provisioning Process: For more information on how Pitstop Analytics™ works click here.
What is special about how Pitstop Analytics™ illuminates culture? Find out below.
Pitstop Analytics™ doesn’t just look at Culture in isolation. That is because it is connected to so many other things – structure, strategy, leadership and so on.
Pitstop Analytics™ is a meta-analysis – in addition to going deep on Culture, it also illuminates performance, talent, strategy and innovation, as well as the many connections between them.
The fit between the organization’s culture and the environment in which it operates is key. But fast changing times present challenges especially for long established organizations.
Pitstop Analytics™ illuminates the requirements of cultural change in the context of the future of work, as well as the changing shape (e.g. flatter) of the organization. Also the demands of an increasingly diverse and inter-generational workforce, consisting of multiple ethnicities and cultures.
To identify behaviors to change is easy, but to successfully change them is not. Because they are both hidden and yet deeply ingrained, simply mandating a change is rarely enough.
Pitstop Analytics™ leverages a powerful engagement methodology to generate new awareness and dialog around culture among leadership teams. It simultaneously, builds the case for, and tests levels of commitment to change.
Much of the dynamics within an organization or team are the result, not of conscious decision, but of routine and habit. Thus, managers must go beneath the surface to understand organizational or team dynamics.
Pitstop Analytics™ is designed to look beneath the iceberg, combing qualitative as well as quantitative data to illuminate what is hidden.
Pitstop Analytics™ measures previously un-measurable aspects of culture and how they impact on performance, innovation and growth.
Examples include Return on Collaboration™ (culture of effective internal collaboration) and Change-ability™ (culture of embracing change).
Thanks to the fields of social psychology and behavioral economics we have a new understanding of the collective nature of performance and the powerful impact of the social environment.
In illuminating Culture, Pitstop Analytics™ leverages the latest findings from the fields of social psychology and behavioural economics, incl:
(i) Growth Mindset
(ii) Grit & Resilience
(iii) Psychological safety
(iv) Energy, Engagement & Exploration
(v) Psychological Well-being
Key Features: To explore the key features of Pitstop Analytics™ click here.
Pitstop Analytics™ provides new insights on the following aspects of culture:
Change (cultural or otherwise) is complex and no one discipline (e.g. Organizational Psychology) has all the answers. For a more complete analysis, Pitstop Analytics™ integrates datasets from 4 key domains:
Illuminating Performance Dynamics – essential behaviors & attitudes that must adapt to deliver on your organization’s key projects, strategies and goals.. This includes an analysis of cultural congruence, gaps in terms of present and future culture, plus the appetite for change.
The link between leadership and culture, including, including levels of autonomy, visibility & control, clarity of roles, reporting relationships, and so on. Do leaders see the culture the same as others? In-congruence in terms of leadership and organizational views of culture will be highlighted.
Culture is often embedded in the structure, processes and systems of an organization. It is also shaped by these in turn. For example, the structure or set-up of a unit or team (e.g. Right People in the Right Roles, etc.) can have as important an impact as culture. Analysis includes the level of hierarchy, requirements of cross-functional collaboration, the use of teams, and the effectiveness of rewards / incentives.
An analysis of the interplay between culture and the organization’s strategy and execution. This includes the level of focus and ambition, as well as agility and alignment. Most importantly, the attitudes and behaviors that are required to deliver on key strategies, priorities and projects.
Return on Collaboration™
Today, no one department or function can launch a new product / channel, much less do with with speed. An increasingly competitive and fast changing environment requires effective internal collaboration, but it is not easy. Return on Collaboration™ calculates the cost of poor collaboration, illuminates the barriers and how they can be removed.
Traditionally most attention has focused on individual change, but organizational change is even more complex. That is where Pitstop Analytics™ focuses – a set of 6 organizational capabilities that accelerate and sustain change.
Vitality is ‘the other side of the coin’ when it comes to performance and measures the extent to which the people and teams within an organization are thriving along 4 key dimensions. Provides a detailed insight to org./social health of a team and its relationship to performance & well-being.
An analysis of the responsiveness in the face of emerging opportunities and threats. Mapping on a scale from Agile to Rigid and highlighting behavioural and organizational indicators of threat rigidity (e.g. level of control, management of resources and information processing).
The P2P Metric™ is a measure of the performance potential of business units, departments or teams within an organization. It is the ratio of performance to potential and reveals how much of a unit/team’s full potential is presently being exploited.
Got the dynamics required for its success?
Quick-check your organization/ team’s dynamics using the following table.
|Dynamic||Very Poor = 1, Very Good = 5|
|Sense of Urgency||1 2 3 4 5|
|Tension and Cohesion||1 2 3 4 5|
|Excitement & Adrenaline||1 2 3 4 5|
|Communication||1 2 3 4 5|
|Trust & Respect||1 2 3 4 5|
|Discipline & Persistence||1 2 3 4 5|
|Continuous Improvement||1 2 3 4 5|
|Focus on Winning||1 2 3 4 5|
When you are finished add up your score (Max: 40).
Culture: Urgency in the Red!
“We are in the red when it comes to urgency!” said the leader with conviction. Scanning the analytics output his eyes had been immediately drawn to the numbers highlighted in red (as significant performance losses). It was a familiar message to all those assembled and a constant refrain from the “let’s get it done now CEO”. But the analysis was about to reveal a more complex picture and an important blind-spot too.
The analysis revealed that most people felt that there was too much (rather than too little) urgency. The leadership was seen as flitting from priority to priority – launching enthusiastically into the next ‘big thing’, while dropping last week or last month’s ‘big thing’ in the process.
Pitstop Analytics™ links culture to performance, innovation & growth.
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