The Secrets to Successful Strategy Execution
Download a free copy of HBR's article "The Secrets to Successful Strategy Execution"

 

The Dominant Genes Research Report
Download a free copy of "The Dominant Genes Research Report"

 

Keeping the Weight Off: Sustaining Cost Reduction Over the Long Term
Keeping the Weight Off discusses how to sustain cost reduction through organizational improvements.

 

HBR Cover
Download this HBR article on the Passive-Aggressive Organization.

 

The Performance Gene
The Performance Gene discusses how HR executives can drive organizational improvements.

 

Headquarters: Irrelevant or Irreplaceable?
HQ: Irrelevant or Irreplaceable? examines the appropriate size and roles for corporate headquarters.
Copyright 2008 Booz Allen Hamilton Inc. All rights reserved. "Booz & Company" and "booz&co." are service marks of Booz Allen Hamilton Inc.

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Booz & Company

Organizational DNA

Ever wonder why some organizations consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. Organizational DNA—a concept and approach developed by Booz & Company consultants—explains why. Explore this site to learn more.

Find out in five minutes if your organization has the right stuff. Take the short test below and diagnose your organization’s DNA. Is it Passive-Aggressive, Fits-and-Starts, Outgrown, Overmanaged, Just-in-Time, Military Precision, or Resilient? Once you know, you can keep what’s good, fix what’s wrong, and unlock great performance.

Org DNA Profiler®

For each question, please select the answer that best describes your organization. Enter your best guess if you are unsure. Survey results may be reported in aggregate, but all individual responses will be kept strictly confidential.

Structure
  1. At the middle-management level, the average number of direct reports is...

  2. Promotions include lateral moves (from one position to another on the same level in the hierarchy)

  3. “Fast track” employees here can expect promotions...

    Decision Rights
  4. The culture of this organization can best be described as...

  5. Important strategic and operational decisions are quickly translated into action

  6. The primary role of corporate staff here is to...

  7. Managers above me in the hierarchy “get their hands dirty” by getting involved in operating decisions

  8. Once made, decisions are often second-guessed

  9. Everyone has a good idea of the decisions/actions for which he or she is responsible

    Information
  10. Overall, this firm deals successfully with discontinuous change in the competitive environment

  11. Important information about our competitive environment gets to headquarters quickly

  12. Field/line employees usually have the information they need to understand the bottom-line impact of their day-to-day choices

  13. We rarely send conflicting messages to the marketplace

  14. Information flows freely across organizational boundaries

  15. Line management has access to the metrics they need to measure the key drivers of their business

    Motivators
  16. If the firm has a bad year, but a particular division has a good year, the division head would still get a bonus

  17. Besides pay, many other things motivate individuals to do a good job

  18. The individual performance-appraisal process differentiates among high, adequate, and low performers

  19. The ability to deliver on performance commitments strongly influences career advancement and compensation

Demographics

20. Annual revenue:
21. Industry:
22. Your position:
23. Your division:
24. Your Location:
25. Relative to your industry, how profitable is your organization?
26. Relative to your industry, how fast is your organization's revenue growing?