组织诊断工具分享
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People
Strategy
CI
The strategic goals and Sub-Categories
objectives The defined services and products The value we offer customers
Structure &
The organisation of business units and teams
Mentoring
Competency Development Competency
Analysis
Training and Development
Competency Integration
Empowered Workgroups Workgroup Development
Participatory Culture
评估维度： • 变革动力 • 变革领导力 • 设计能力 • 实施环境
q 变革准备度高 q 存在潜在风险、 阻力 q 对变革有较大 阻力
日程
日程
1 组织诊断工具概述（30m）
2
√ 组织诊断工具实用分享（2h）
3 研讨与练习（1h）
OD Baseline
Analyze -> Plan -> Transform
(Thermo)
Process Qs
流程规划
Capabilities Qs
人员能力
vMaggie Zhu
(Weir) vJenny Chen
(Ferrero) vLisa Xu
(TSMC) vRachel Hu
(Parker) vRosalind
Sheng (GSK) vRosher Luo
(Bausch+Lomb)
you want to share with all?
www.themegallery.com
人员管理 成熟度框架
层级
5 优化
4 可预测
3 已定义
2 已管理
Developing competency
人员管理成熟度主题
Building
Motivating
workgroups & managing
组织诊断的原则
v Talk Business v “赤脚医生” v 系统思考
二. 组织诊断的主要维度-比较
二. 组织诊断的主要维度- 领域
示例： 组织能力的“杨三角”
• 组织架构 • 角色与权责
• 流程 • 信息平台 •激励与认可
• Build • Buy • Bind • Borrow • Bounce
Organization Diagnose Tool Sharing
OD We DO 2012.8
日程
日程
1
√ 组织诊断工具概述（45m）
2
组织诊断工具实用分享（1.5h）
3
研讨与练习（1h）
一. 什么是组织诊断？
指在对组织的文化、战略、架构、运营、人才以及环境等因素 的综合或专项考核与评估的基础上，确定是否需要变革的活动。
Organizational Capability
Management
Workforce Planning
Staffing
成功转型的四个关键方面： 变革动力、变革领导、设计能力和实施环境
现状
转型历程
未来
9. 每个组选一名成员陈述小组中提出的五大 问题。
Prioritization for Actions
Output from the Discussion
Current Status
Future Status
GAP
RAIL
Reflections on Benefits of OD Baseline
What is OD Baseline Analysis
v 找出浪费和改进点。Understanding of the current state identify waste and improvement opportunities.
v 便于测量并具说服力。Without this baseline, not know if changes made to the process are indeed improvements/ cannot measure.
促进变革 • 从上到下 • 从下到上 • 从外到内
三. 组织诊断的主要形式
调查问卷
访谈
资料研究
四. 常见组织诊断工具示例
5 STAR 模型
麦肯锡7S 模型
Lean 或 6 sigma工具
Diagnose Slice
常见组织诊断工具示例
（客户、员工）满意度调研
组织成熟度调研
常见维度：
• Employee satisfaction（ recognition, fairness) • Clarity （strategy， goal， role & responsibility） • Leadership • Process • Resource • Innovation • Career development • Team( within & across) • Challenge
Alignment and connectivity between these choices drives results
分组讨论
Strategy Qs
战略方向
Structure Qs
构架设计
vZoe Zhao (IBM) vAngela Xu
(Henkel) vBonie Wang
(Dupont) vCandice Zhang
Linkages The definition of roles and
responsibilities
The assessment and measurement of performance, business and individual The shaping of behaviour by individual and collective goals The reward and recognition of people
Metrics & Rewards
Processes
Source: Jay Galbraith
Biblioteka Baidu
The management of work The definition and distribution of power and authority
Decision making and communication Work flow between departments and individuals Planning and allocation of resources
vVincent
(Toshiba) vShelly Xu
(Shcoke) vshirley Zhu
(Maxim) vStella Zhou
(CIGNA) vCatty Xu (TE
Connectivity) vJoan Shi
(IBM)
Reward Qs
激励机制
vXiang Bai (Wisdom) vYang Yang (Alstom) vYvonne Yang (BMS) vSunny Wang (Dupont) vTracy Liu (CSR) vWei Shi (Ad)
v 竞争对手不容易短期复制。Such organizational capability and culture cannot be copied easily and quickly by competitors
v 受人员流动影响减小。No big impact if 1-2 key leaders leave the organization
(Kodak) vCici Xiang
(Bayer) vCindy Wang
(Fudan)
vClare Chen
(Philips) vFanny Fan
(Michelin) vHelen Fan
(UTFLC) vHelen Zhang
(Eaton) vJames Wang
(Evonik) vJeffrey Bai
游戏规则： 1. 此为虚拟练习，可以根据各自的企业情况提出问
题。 2. 每组标红为组长。 3. 每组成员领取一份问题列表供参考。 4. 讨论时间30分钟。 5. 每个问题写在一张便事贴上。
6. 小组按照次类别分类将所有问题归类汇总。
7. 每个小组投票选出最重要的五个问题。
8. 对五个问题按照Y轴-对业务的影响，以及 X轴-实施难度，进行分类。
v 团队共同分析，共建计划，共创未来。Baseline analysis is a process used to gain this fundamental understanding
v 数据和流程导向的过程。The baseline process uses collection of existing data, tools to generate additional data, observation; it is a data-driven process.
& culture performance
Shaping the
workforce
Continuous Capability Improvement
Organizational Performance
Alignment
Continuous Workforce Innovation
Competency Based Assets
v 组织能力和业务能力的相互渗透。Managers with more people and organizational maturity (OD penetration to business)
v 按需活用。Baseline can be small to a cell level, or big to a function, site, or even the whole enterprise; can focus on one single management system (e.g. 5S, or communication system), or on the integrated management system as a whole
Communication & Coordination
Quantitative Performance Management
Competency Based Practices
Career Development
Compensation Performance Management Work Environment
v 协同规划，共同努力。Collaborative efforts from the whole leadership team drives more commitment
v 逐步培育组织的能力。Nurture the site capability throughout the journey (no perfection)
成熟度等级
• 初始级 • 已管理级 • 已定义级 • 可预测级 • 优化
常见组织诊断工具示例
Xxx（领域）健康诊断问卷
（变革）准备度评估
诊断维度
• 人员管理战略和规划 （与战略的结合度） • 领导与管理（能力、机制） • 人力资源获取 • 绩效管理 • 认可与奖励 • 继任机制 • 链接(知识共享） • 人员发展 • 人力资源配置 • 变革与保持 • 评估机制
v 目的是产生改进计划，并推进变革。The baseline process can also yield the improvement plan.
The STAR Model
OD
The selection, recruitment and development of talent The manner in which leaders and employees think and act Employee commitment and sense of purpose
v 变革阻力减小。Force field analysis.
Some Questions for Discussion
v What are the key learning for today? v What you want to do differently when you
come back? v What you expect to learn more? Or what
Strategy
CI
The strategic goals and Sub-Categories
objectives The defined services and products The value we offer customers
Structure &
The organisation of business units and teams
Mentoring
Competency Development Competency
Analysis
Training and Development
Competency Integration
Empowered Workgroups Workgroup Development
Participatory Culture
评估维度： • 变革动力 • 变革领导力 • 设计能力 • 实施环境
q 变革准备度高 q 存在潜在风险、 阻力 q 对变革有较大 阻力
日程
日程
1 组织诊断工具概述（30m）
2
√ 组织诊断工具实用分享（2h）
3 研讨与练习（1h）
OD Baseline
Analyze -> Plan -> Transform
(Thermo)
Process Qs
流程规划
Capabilities Qs
人员能力
vMaggie Zhu
(Weir) vJenny Chen
(Ferrero) vLisa Xu
(TSMC) vRachel Hu
(Parker) vRosalind
Sheng (GSK) vRosher Luo
(Bausch+Lomb)
you want to share with all?
www.themegallery.com
人员管理 成熟度框架
层级
5 优化
4 可预测
3 已定义
2 已管理
Developing competency
人员管理成熟度主题
Building
Motivating
workgroups & managing
组织诊断的原则
v Talk Business v “赤脚医生” v 系统思考
二. 组织诊断的主要维度-比较
二. 组织诊断的主要维度- 领域
示例： 组织能力的“杨三角”
• 组织架构 • 角色与权责
• 流程 • 信息平台 •激励与认可
• Build • Buy • Bind • Borrow • Bounce
Organization Diagnose Tool Sharing
OD We DO 2012.8
日程
日程
1
√ 组织诊断工具概述（45m）
2
组织诊断工具实用分享（1.5h）
3
研讨与练习（1h）
一. 什么是组织诊断？
指在对组织的文化、战略、架构、运营、人才以及环境等因素 的综合或专项考核与评估的基础上，确定是否需要变革的活动。
Organizational Capability
Management
Workforce Planning
Staffing
成功转型的四个关键方面： 变革动力、变革领导、设计能力和实施环境
现状
转型历程
未来
9. 每个组选一名成员陈述小组中提出的五大 问题。
Prioritization for Actions
Output from the Discussion
Current Status
Future Status
GAP
RAIL
Reflections on Benefits of OD Baseline
What is OD Baseline Analysis
v 找出浪费和改进点。Understanding of the current state identify waste and improvement opportunities.
v 便于测量并具说服力。Without this baseline, not know if changes made to the process are indeed improvements/ cannot measure.
促进变革 • 从上到下 • 从下到上 • 从外到内
三. 组织诊断的主要形式
调查问卷
访谈
资料研究
四. 常见组织诊断工具示例
5 STAR 模型
麦肯锡7S 模型
Lean 或 6 sigma工具
Diagnose Slice
常见组织诊断工具示例
（客户、员工）满意度调研
组织成熟度调研
常见维度：
• Employee satisfaction（ recognition, fairness) • Clarity （strategy， goal， role & responsibility） • Leadership • Process • Resource • Innovation • Career development • Team( within & across) • Challenge
Alignment and connectivity between these choices drives results
分组讨论
Strategy Qs
战略方向
Structure Qs
构架设计
vZoe Zhao (IBM) vAngela Xu
(Henkel) vBonie Wang
(Dupont) vCandice Zhang
Linkages The definition of roles and
responsibilities
The assessment and measurement of performance, business and individual The shaping of behaviour by individual and collective goals The reward and recognition of people
Metrics & Rewards
Processes
Source: Jay Galbraith
Biblioteka Baidu
The management of work The definition and distribution of power and authority
Decision making and communication Work flow between departments and individuals Planning and allocation of resources
vVincent
(Toshiba) vShelly Xu
(Shcoke) vshirley Zhu
(Maxim) vStella Zhou
(CIGNA) vCatty Xu (TE
Connectivity) vJoan Shi
(IBM)
Reward Qs
激励机制
vXiang Bai (Wisdom) vYang Yang (Alstom) vYvonne Yang (BMS) vSunny Wang (Dupont) vTracy Liu (CSR) vWei Shi (Ad)
v 竞争对手不容易短期复制。Such organizational capability and culture cannot be copied easily and quickly by competitors
v 受人员流动影响减小。No big impact if 1-2 key leaders leave the organization
(Kodak) vCici Xiang
(Bayer) vCindy Wang
(Fudan)
vClare Chen
(Philips) vFanny Fan
(Michelin) vHelen Fan
(UTFLC) vHelen Zhang
(Eaton) vJames Wang
(Evonik) vJeffrey Bai
游戏规则： 1. 此为虚拟练习，可以根据各自的企业情况提出问
题。 2. 每组标红为组长。 3. 每组成员领取一份问题列表供参考。 4. 讨论时间30分钟。 5. 每个问题写在一张便事贴上。
6. 小组按照次类别分类将所有问题归类汇总。
7. 每个小组投票选出最重要的五个问题。
8. 对五个问题按照Y轴-对业务的影响，以及 X轴-实施难度，进行分类。
v 团队共同分析，共建计划，共创未来。Baseline analysis is a process used to gain this fundamental understanding
v 数据和流程导向的过程。The baseline process uses collection of existing data, tools to generate additional data, observation; it is a data-driven process.
& culture performance
Shaping the
workforce
Continuous Capability Improvement
Organizational Performance
Alignment
Continuous Workforce Innovation
Competency Based Assets
v 组织能力和业务能力的相互渗透。Managers with more people and organizational maturity (OD penetration to business)
v 按需活用。Baseline can be small to a cell level, or big to a function, site, or even the whole enterprise; can focus on one single management system (e.g. 5S, or communication system), or on the integrated management system as a whole
Communication & Coordination
Quantitative Performance Management
Competency Based Practices
Career Development
Compensation Performance Management Work Environment
v 协同规划，共同努力。Collaborative efforts from the whole leadership team drives more commitment
v 逐步培育组织的能力。Nurture the site capability throughout the journey (no perfection)
成熟度等级
• 初始级 • 已管理级 • 已定义级 • 可预测级 • 优化
常见组织诊断工具示例
Xxx（领域）健康诊断问卷
（变革）准备度评估
诊断维度
• 人员管理战略和规划 （与战略的结合度） • 领导与管理（能力、机制） • 人力资源获取 • 绩效管理 • 认可与奖励 • 继任机制 • 链接(知识共享） • 人员发展 • 人力资源配置 • 变革与保持 • 评估机制
v 目的是产生改进计划，并推进变革。The baseline process can also yield the improvement plan.
The STAR Model
OD
The selection, recruitment and development of talent The manner in which leaders and employees think and act Employee commitment and sense of purpose
v 变革阻力减小。Force field analysis.
Some Questions for Discussion
v What are the key learning for today? v What you want to do differently when you
come back? v What you expect to learn more? Or what