Breckenridge Institute Logo
Breckenridge Institute Center for Personal Transformation Professional Resource Center Breckenridge Institute Center for Organizational Transformation
Breckenridge Institute Contact Information Publications on Organizational Culture, Culture Change, and Culture Assessments Online store for Organizational Culture Assessments Bi-monthly Newsletter on Organizational Culture Breckenridge Institute Index Page

Professional Resource Center


Organizational Transformation Index™ (OTI™)

Organizational transformation refers to deep, fundamental, (and often radical) changes in an organization’s mission, structures, systems, culture, processes, and ways-of-working, as opposed to incremental improvements. So the notion of transformation normally assumes that some form of consolidation, reengineering, restructuring, or organizational culture change occurs as a part of (or the driver for) a transformation process. Transformation initiatives are normally undertaken to respond to the forces and demands of the business environment which require that an organization change how it does business and how it functions in order to survive in the market place. Over the last 25 years, the process of organizational transformation has been called many things including, reengineering, rightsizing, and more recently cultural change. But the basic goal of all these approaches has been more or less the same; e.g., to make fundamental changes in how a company organizes and uses its human, material, and financial resources to act on (and react to) the frenetic pace of change in the business environment.

Breckenridge Institute’s definition of organizational and behavioral transformation has two elements: change and transition. The change required to align an organization’s structures, systems, and resources around a new mission and strategy that increases the value delivered to customers is situational and tends to happen quickly; e.g., functional “silos” are consolidated with new leadership and directed to achieve even larger goals with fewer human, financial, and material resources. The transition element of transformation is a protracted cultural, psychological, and behavioral process that people go through to learn new ways-of-working and to let go of the old organizational reality and identity that they had before the change took place. Over time, managers and staff members must gain ownership in (and come to terms with) their new role in the reconfigured organization. The most important lesson to be learned from dozens of documented transformation initiatives is the necessity to manage both change and transition throughout the entire process. Managing both change and transition is an extremely powerful Design Principle that provides a high-level framework for shaping and defining the overall goals and intent of organizational and behavioral transformations, and helps to assure that transformation initiatives have integrity and consistency in execution.

The Organizational Transformation Index™ (OTI™) uses nine interdependent measures to evaluate the degree to which your organization: a) sees the need for positive change in operational strategies, beliefs, and values that may be barriers to transformation, and b) has the foundation of organizational trust required to achieve organizational and behavioral transformation. The value of the OTI™ is that it helps to define how pervasive barriers to transformation and the level of trust are using advanced analytics that measure attitudes and beliefs across a work-group, department, or an entire organization. The OTI™ also quantifies what ineffective structures, systems, and culture may be costing you in squandered time and energy – hidden costs that don’t appear in traditional financial accounting systems. The data and information provided by the OTI’s results are designed to be a catalyst for meaningful conversation and dialogue between managers and staff members about the need for organizational and behavioral transformation. The OTI™ is an on-line assessment that can be completed by managers and staff members in less than 10 minutes, and administered to organizations in multiple locations with up to 15,000 employees.

Business Applications – The OTI™ can be used with an entire organization or in work-groups and functional units in the following situations.

  • Organizational and Behavioral Transformation – The OTI™ helps leaders and managers to evaluate: a) the degree to which an organization sees the need for positive organizational change, and b) the degree to which they have the foundation of organizational trust required to successfully achieve organizational and behavioral transformation.
  • Changes in Management – The OTI™ gives new managers the operational and cultural information needed to get “up to speed” quickly.
  • Mergers and Acquisitions – When two companies are merged, or when one company purchases another, the OTI™ helps quantify the level of organizational performance and trust in both entities, thus facilitating the integration process.
  • Organizational Alignment – The OTI™ helps quantify destructive conflict between work-groups headed by “Border Guards” who: a) have conflicting or competing interests and ways of working, b) create sub-cultures that are misaligned with (or in opposition to) each other and the organization’s overall direction, and c) seal-off their work-group from effective interaction with the overall organization.

For more information on evaluating: a) the degree to which your organization sees the need for positive organizational change, and b) the degree to which you have the foundation of organizational trust required to successfully achieve organizational and behavioral transformation, contact the Breckenridge Institute® today at info@breckenridgeinstitute.com or 1-970-390-1094 to schedule a free consultation.

Personality in Context®


  
Copyright ©2024 Breckenridge Institute®