THE FOUR FACTORS
The Four Elements That Determine an Organization’s Ability to Execute
Goal, Skill, OS, and Infrastructure. Here are the details of each, along with examples of ReNova’s support.
The Four Elements
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01 | Goal
Clarify "What We Want to Achieve"
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02 | Skill
Learn "How to Do It"
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03 | OS
The Foundation of Thinking and Cognition Behind "I Know, but I Can’t Do It"
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04 | Infrastructure
Create an Environment Where New Behavior Can Be Sustained Within the Organization
01 GOAL
Clarify "what we want to achieve."
Transforming people and organizations cannot begin while what you are aiming for remains vague. A Goal defines the state that a company, an organization, and each individual ultimately want to achieve. For example: Grow sales. Move the business into its next growth phase. Build an organization that does not depend on top management. Develop the next generation of management talent. Create a state where managers can make decisions autonomously. Build an organization where more people take on challenges. However, abstract words such as "we want to grow" or "we want a strong organization" alone will not change behavior. What matters is to make
"what we want to achieve, how far, and why"
concrete. Only when the Goal is clear do you begin to see what Skill is needed, what OS needs to change, and what Infrastructure needs to be put in place.
Examples of Target States
What We Want to Build Is "an Organization That Acts of Its Own Will"
| From an organization where business leaders decide everything, | to an organization where executives can decide for themselves. |
|---|---|
| From an organization that does not move without a supervisor’s instructions, | to an organization that works backward from its purpose and acts on its own. |
| From an organization that avoids failure, | to an organization that can take on challenges in order to learn. |
| From an organization that reverts to the old ways even after training, | to an organization where learning stays with people as real behavior. |
| From an organization where the MVV is merely displayed on the wall, | to an organization where it is used in daily decision-making. |
ReNova supports these changes through four elements: Goal, Skill, OS, and Infrastructure.
Examples of Support
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For companies that want to develop executives and next-generation management talent,
Mind Shift
At ReNova, rather than providing a fixed service uniformly, we begin by carefully understanding each company’s Goal, issues, and current initiatives.
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If You Want to Focus Intensively on OS in a Short Time
Mind Shift Camp
The Camp covers understanding how the brain works, identifying talents, setting goals, identifying psychological brakes, and giving a presentation, all in two days and one night.
02 SKILL
Learn "how to do it."
Skill is the knowledge, techniques, and work frameworks needed to achieve a Goal. For example: Delegation of authority. Feedback. Problem solving. Goal setting. Facilitation. Strategy formulation. Organizational design. And so on. No matter how motivated you are, you cannot act if you do not know "how to do it." That is why acquiring the necessary Skills is an important foundation for organizational transformation. However, that alone is not enough.
Our Approach
Transformation Happens Through Real Frontline Issues
Not training for the sake of learning, but changing people and organizations in the process of achieving the Goal.
Training that ends with simply hearing information rarely changes behavior.
That is why ReNova first clarifies the Goal, "What does this organization want to achieve?", and then works backward from it to define the necessary behavior.
And rather than practicing that behavior only within training, we have people put it into practice in the work they actually handle.
For example,
Delegate work to team members. Voice dissent in executive meetings. Decide business direction on your own. Give tough feedback on poor results. Step into the issues of other departments. Let go of past success stories.
It is by actually taking action that you see what you cannot do, and the brakes you are unconsciously applying within yourself.
Only through that fresh feedback can you identify the brakes, make full use of the necessary Skills, bring about behavior change, and gain the results and growth that lead to achieving your goals.
Furthermore, we also review Infrastructure such as roles, authority, evaluation, and meeting structures, to create an environment where new behavior continues within the organization.
We work backward from the Goal and change Skill, OS, and Infrastructure within real work. That is ReNova’s view of transformation.
Diagnosis
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Skill Diagnosis
We define the Skill required for each position across 7 areas and 52 items. Simply choose from the behavioral options to see where you stand.
Examples of Support
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If, Above All, You Want Skills That Work on the Frontline
Mind Shift for APP
Equipping the frontline with practical skills
03 OS
The foundation of thinking and cognition behind "I know, but I can’t do it."
At ReNova, we call the underlying assumptions that unconsciously shape people’s behavior and decision-making the OS. For example: "I must not fail." "I must not be disliked." "Meeting my boss’s expectations is the right answer." "If I am not the one who knows the most, I have no value." "Delegating is irresponsible." "Making a mistake proves I lack ability." These are the kinds of assumptions we mean. Normally, people do not recognize these as "beliefs." Rather, they see the world through them as a matter of course. That is exactly why they cannot tell why they are unable to act. If Skill is "what to do," then OS is the foundation that determines
"whether you can truly choose that behavior"
.
Our Approach
Business Leaders Change, Executives Change, and Then the Organization Changes
The OS of an organization spreads downward from the top.
Organizational transformation cannot be demanded of the frontline alone.
What is needed first is for everyone, from business leaders to the frontline, to share the Goal of "what we want to achieve."
Even with the same Goal, the organization cannot move forward if behavior and decision-making at each tier do not mesh.
For example,
- It is difficult to tell executives to "be autonomous" while business leaders keep all decision-making in their own hands.
- It is difficult to tell managers to "let people take on challenges" while executives do not tolerate failure.
- It is difficult to tell team members to "think for yourselves" while managers give them all the answers.
An organization’s behavior is greatly influenced by the behavior of those above them.
That is why ReNova does not view
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Business Leaders
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Executives
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Managers
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The Whole Organization
in isolation.
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Set the Goal.
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Business leaders’ decision-making changes.
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Executives’ behavior changes.
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Managers’ way of managing changes.
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A new OS and new behavior take hold across the whole organization.
Changing an organization does not mean changing one person.
It means changing the chain of decision-making itself.
Diagnosis
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02
OS Diagnosis
Through a one-hour interview, we assess the developmental stage of the foundation of judgment (OS). We provide two types of reports: one for the individual and one for the organization.
Examples of Support
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If You Want to Change the OS of Executives and Managers
Mind Shift for Executive
Expanding executives’ capacity and scope of responsibility
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If You Want to Change the OS of the Entire Organization
Mind Shift for OS
Updating the thinking OS at every tier
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If You Want to Focus Intensively on OS in a Short Time
Mind Shift Camp
Working on the thinking OS at every tier through a retreat
04 INFRASTRUCTURE
Create an environment where new behavior can be sustained within the organization.
Even when people change, the change will not last unless the organization rewards that behavior. Infrastructure refers to the organizational mechanisms: roles, authority, evaluation, compensation, meeting structures, decision-making processes, organizational structure, MVV, and the way management is run. For example, saying "Take on challenges" while lowering the evaluation only of those who fail. Saying "Delegate" while sending every approval to the boss. Saying "Value the MVV" while reflecting it nowhere in the evaluation system. In organizations like these, new behavior does not last. We believe that Infrastructure is
what builds an organization where people who have changed can stay changed.
.
Our Approach
The More People Grow, the Stronger the Organization Becomes
Rather than suppressing "centrifugal force," we create an even stronger "gravitational pull."
As people grow, they become able to think for themselves. They can do more. Their perspective widens. They can make decisions. Their market value rises. Naturally, they also begin to see many options outside the organization. At ReNova, we call the power created by this individual growth "centrifugal force." The more talented the person, the more they can choose for themselves. The more talented the person, the more places they can work.
That is why,
"Manage them so they don’t quit." "Keep them from thinking about anything extra." "Lock them in."
With thinking like this, people and organizations will not grow together.
What is needed is not to suppress centrifugal force, but to create an organizational gravitational pull that matches it.
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You can take on challenges.
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You are entrusted with major responsibility.
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You can discuss things candidly with management.
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You feel that your own growth contributes to the organization’s growth.
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Your work is connected to the company’s philosophy.
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Your results and challenges are evaluated fairly.
In an organization like that, the stronger people become, the stronger the organization becomes.
Instead of Fitting People to the Organization, Create a State Where the Organization Grows as People Grow
That is the organizational transformation ReNova aims for.
Diagnosis
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03
Infrastructure Diagnosis
A third party draws out candid views from the frontline, and reveals the defects in the organizational foundation arising "between people," and the business losses they cause.
Examples of Support
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If You Want to Change Things Starting from HR and Organizational Systems
Mind Shift for HR / CHRO Partner
Building Infrastructure that strengthens the organization’s pull
Why Not Start by Measuring Where Execution Is Stalling?
Which of Skill, OS, and Infrastructure to measure first differs from one organization to another. We’ll hear about the current state of your organization and design the diagnoses you need.