When we start working through the Organizational Wayfinding process, the first order of business is to get to know one another. Often, we’re called in to solve a specific problem at an organization. No matter how they may try, leadership can’t seem to solve the problem. We liken this to a doctor’s appointment.
One possible manifestation of a heart attack is shoulder pain. If a doctor were to examine the shoulder, and only the shoulder of that patient, it would be nearly impossible to diagnose the root of the problem. However, a quick listen to the chest with a stethoscope would give some simple and much needed information about how to proceed. We find this is often the case with our clients. When we are seeing issues arise in one area of the business, they can often be just ripple-effect symptoms of problems that are deeply rooted elsewhere.
The first step of the Wayfinding process, then, is a deep dive analysis of your organization. We meet with all of the key people at your organization and talk about the obstacles that they can see, and the strengths that they perceive. We build out the amapping of your people and processes, to get a high level view of where bottlenecks may be happening in your workflow. We run through our PulsePoint Checklist, analyzing the most important aspects of Leadership, Operations, Finance and Sales/Marketing at your company.
At the end of the process, you’ll get a full reporting of everything we’ve learned, along with our recommendation for next steps, based on our Sprint methodology. We’ll meet with company leadership and talk through every detail, taking a clear and frank look at the company’s strengths, weaknesses, immediate triage action items, and bigger picture view of the path forward.
From here, we move on to Step Two – Sprint Planning