OPERATIONAL EFFECTIVENESS
Strategy is only as good as the organization behind it.
The best strategic plan in the world will fail if the people, structure, culture and systems aren’t aligned to execute it. Parkland helps middle-market companies build organizations that turn strategy into results, with clarity, accountability, and the kind of engagement that makes growth sustainable.
THE PROBLEM
Great strategy isn’t enough. You also need the organization to execute it.
The research is consistent: as little as 10% of middle-market companies effectively execute their strategy. The gap between what leaders plan and what the organization actually delivers is almost always an organizational effectiveness problem, not a strategy problem.
When execution breaks down, leaders often look for the missing tactic or the bad hire. The real culprit is usually structural: unclear roles, weak accountability, cultural misalignment, or leadership behaviors that undermine that the strategy is trying to accomplish.
THE FOUR PILLARS
Four foundations of an effective organization.
Organizational effectiveness isn’t one thing. It’s a holistic and balanced approach represented by the four pillars of success.
We help leadership teams strengthen all four, because a weakness in any one of the limits the others.
DIAGNOSTIC TOOLS
Understanding the organization starts with honest data.
You can’t fix what you can’t see. Parkland uses diagnostic tools to surface the real issues, without relying on guesswork or assumptions about how the organization is performing.
Team member engagement & satisfaction surveys
A high level of team member engagement and satisfaction means employees feel good about the company and want to help it succeed. Businesses that have a high level of employee/team member engagement and satisfaction consistently achieve higher levels of performance and success.
Employees who are engaged and satisfied generally:
Have more energy, enthusiasm, and passion
Are more productive, creative, and loyal
Care more about the company and its success
Are willing to do more to help the company succeed
Many businesses say their employees are the most important asset, and they make assumptions that they have strong team member engagement and satisfaction – but they don’t have benchmarking or data to support these assumptions.
Regular team member/employee engagement and satisfaction surveys:
Can reveal a significant amount of information about team member opinions, perceptions, engagement, and satisfaction
Provide strong benchmarking and data to assess team member/employee engagement and satisfaction
Identify areas where team member engagement and/or satisfaction is not strong
Provide guidance and how to develop and implement programs to improve engagement, satisfaction and leadership
Communicate to team members that the company cares about them and their opinions
360 Leadership Surveys
360 surveys are designed to obtain feedback on manager performance and effectiveness from a variety of sources. Feedback can be obtained from supervisors, direct reports, peers, and other people in the organization. The insights gained from a wide group of people provides a unique perspective into effectiveness and leadership skills. It also helps leaders understand how they are perceived by others – and provides valuable opportunities for self-improvement.
Parkland has significant experience in:
Designing organizational effectiveness surveys
Helping management analyze and understand the results of the surveys
Designing programs to improve team member engagement and leadership effectiveness
Assisting in implementing the improvement programs
Providing coaching to executives, managers, and supervisors to improve the engagement and satisfaction of the team members they lead – and their leadership skills
Parkland’s surveys are part of our proprietary SOAR Growth Strategies™ process designed to help businesses achieve significant improvement in their performance, growth, profitability & value.
The surveys are designed in a manner that facilitates understanding feedback in some of or all of the following areas – Department; Location; Length of service; Position; Gender; Generation/Age; Education level. Analyzing the data in these areas can provide greater insights and actionable improvement opportunities.
Surveys are also designed to protect participant identity and confidentiality. This significantly encourages participation, obtaining candid answers, and avoids possible retaliation by managers.
Once a company has completed its initial surveys, we work with management to decide on the frequency of future surveys. Companies and/or Departments/Locations that have lower engagement and satisfaction scores may want to have a higher survey frequency (quarterly or semi-annually) to assess the impact of improvement actions.
Parkland offers pricing programs based on:
Number of employees & locations
Frequency of surveys
Extent and intensity of manager coaching required
All surveys are done electronically. Coaching can be done in person or via video conference or telephone.
