How is a Strategic Organizational Survey Developed?

An Ideal World

In an ideal world, the process is simple. There is a well-articulated business strategy commonly agreed to by all executives. The meaning and implementation are clear.

The next step is to break down the components of the business strategy and focus on the areas for which a Strategic Organizational Survey is best suited. These are the PEOPLE, CUSTOMER, and ENVIRONMENTAL components of the business strategy. These are further differentiated into critical success factors.

Then, objective measurements are incorporated into the content of the survey questionnaire. These data are collected and integrated into a Balanced Score Card. The process is repeated over time with noticeable and predictable strengthening of the organization and bottom line results.

However, we know that this ideal scenario is rarely implemented from the beginning.

The Real World

A more realistic approach is to gradually introduce the process into an existing survey program over a period of time. The objective is to change the existing survey process from an event-driven, human resources program into a strategically focused management tool.

Working from existing mission and strategy statements, or, in their absence, executive speeches, memoranda or past publications, the consultants work with the current survey sponsor to formulate strategic business areas and critical success factors. The survey instrument is crafted to reflect these areas and success factors. There is no attempt to garner complete agreement among executive organizations at this time.

After the survey is administered, we present the results, in conjunction with the survey sponsor, to the executive office. This presentation shows the results in the context of the organization's strategic business objectives. We also highlight important aspects of the business strategy that are not covered by the present survey instrument.

This process usually elicits great support from the executive team. They commit to an even stronger link of the next survey to the business strategy. Areas which were not well covered are improved in the next questionnaire. The process also brings clarity to the articulation and communication of the business strategy itself.