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Organizational Navigation

 

Today, many organizations can be compared as ships in troubled waters. The rate of speed in internal and external changes is always increasing. Companies that were stable for decades have discovered that maintaining their edge and competitiveness is much more complex than ever. Markets change, customers change and financial structures change. Those leading the organization must either adapt or be swept away by the next oncoming wave of change.

 

Those rapidly changing conditions demand a mind set and a tool set; defined as Organizational Navigation. The primary responsibility of every leadership or management is to navigate their organizational ship to its targets while maintaining its vitality and effectiveness.

 

 

 

 

Organizational Navigation for "Start up" companies according to the N.E.W.S. Model

Target audiences

"Start up" companies in the "seed" stage or the early implementation stage, or in re-positioning stages

 

Aims

- To assist management teams of "Start ups" in the process of organizational navigation tooptimal 

  results.

- To commit the whole management team to a mutual and agreed upon codes of organization

  navigation.

- To create a coherent and ordered momentum in the "Start up" company

 

Outcomes

- Defining a development direction, an optimal vision and targets for the "Start up" both short term

  and long term..

- Identifying the organization's obstructions and blockages on its way to achieve the targets.

- Defining and identifying the organization's core DNA, to allow fast decision making and less 

  personal interests and conflicts

- Creating a mechanics of practical path finding to achieve the vision and targets,

  with clear mile stones.

 

The method

- Accompanying the managerial team of the "Start up" in a process of organizational navigation,

  while providing tools and insights.

 

The process duration

8 - 10 meetings of half a day each during 3-4 months

 

 

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