This short video gives guidance to OrgXpert clients who embark on a Strategic Impact and Operational Efficiency project. These projects are designed to redesign the client organisation so that it performance at optimal efficiency and to ensure that their strategy drives a relevant future.
We deliver the service via a Business Intelligence system, OrgSmart, which will ensure that the Org Design and Strategy alignment is uploaded to a performance management system, that is 100% quantifiable and measurable, which will tremendously ease the monitoring and evaluation of operations and strategy.
The OrgSmart BIS can deliver advanced reports on the efficiency, impact, and behaviour of people, departments, units, processes, and projects. It serves as a complete performance management system (PMS) and it can also generate job descriptions, performance agreements, and many other performance related reports. Furthermore, the OrgSmart system can also manage organisational policies, operating procedures, and targets.
established, we move on to drafting the strategy document. The first step is identifying strategic projects. Here, we draw insights from the REET report, organizational boundaries, and previous strategic successes to ensure every project is purpose driven.
From experience, we’ve learned that the best way to execute a strategy is through project management methodology. Strategic projects represent work that goes beyond day-to-day responsibilities. Each project will have a clear plan detailing dependencies, required resources, timelines, costs, and more.
First, let’s talk about the purpose of this project. There are two main goals: increasing strategic impact and optimizing operational efficiency.
To begin, increasing strategic impact means helping the client organization develop a measurable strategic framework. This framework must be precise, actionable, and robust enough to monitor and assess how decisions affect stakeholders and the broader operational environment. The aim is to create something impactful and quantifiable—so every choice resonates with your vision and drives results.
Next, let’s explore operational efficiency. This starts with process engineering, using the orgtology Level Zero model as the foundation. From there, we’ll build layers of processes—starting at the executive level and working all the way down to where tasks are executed. Once the process engineering is complete, we collect and refine data to ensure everything operates at optimal efficiency. This includes aligning internal policies and procedures to the process flows and setting measurable targets. These targets are essential for tracking whether the process flows are delivering their intended outcomes.
But before we get into the nuts and bolts of these objectives, we must first understand your organization in its context. A deep understanding of your environment, challenges, and goals allows us to tailor our approach and make a meaningful impact.
To truly understand a client organization, we apply the REET analysis. This is an advanced orgtology model designed to analyse the organization through four essential lenses: relationships, effectiveness, efficiency, and threats.
By examining relationships, we gain insight into how the organization interacts within itself and with external stakeholders. Effectiveness focuses on evaluating how well the organization is achieving its goals and fulfilling its purpose. Efficiency focuses on the ability to get the most outputs from the least number of inputs. Lastly, threats identify potential risks or challenges that could impact its operations or strategic objectives.
The REET analysis gives us a clear, holistic view of the organization’s dynamics, enabling us to provide solutions that are not only precise but impactful.
Unlike the traditional SWOT analysis, which splits a client’s qualities into what’s happening inside and outside the organization, the REET analysis takes a different approach. REET is not focused on internal versus external. Instead, it looks at two key areas: the operational side—dealing with everyday work—and the strategic side—focusing on long-term planning and direction.
Understanding an organization through the lens of its operational and strategic concerns opens a wealth of insights. It reveals critical details about stakeholder challenges, strategic impact, efficiency obstacles, and risk exposure. Additionally, it provides valuable perspectives on how the organization is managed and led.
This distinction—between operations and strategy—is essential. Operations reflect the current reality, addressing what’s happening here and now, while strategy represents the future vision, focusing on what the organization aims to achieve. These two realms function under entirely different rules, and recognizing this difference is key to driving impactful results.
The REET analysis is often the most challenging part of a project, and it’s easy to see why.
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