Start from What Is Happening in Your Organization to Identify Your Issues

Does This Sound Familiar?

• Every important matter becomes the president’s decision

• Taking back delegated work partway through

• Executives look to the president for the answer, asking, "What do you think?"

• The business leader keeps watching the frontline down to the smallest details

Possible Background

Beyond executives’ skills in business judgment, multiple factors may be overlapping, such as fear of failure, an unclear scope of authority, and the business leader’s own "fear of delegating."

• OS

• Skill

• Infrastructure

See Why This Happens →

Does This Sound Familiar?

• Chasing only the numbers of their own department

• No proposals or dissenting opinions come up in executive meetings

• Waiting for the president’s instructions before acting

• Unable to find anyone to whom the next generation of management can be entrusted

Possible Background

Possible causes include not only a lack of skills for a management perspective, but also the mindset of "I don’t want to fail and hurt my evaluation," and too few opportunities to be entrusted with management issues.

See Support for Executive Development →

Does This Sound Familiar?

• Not acting without instructions from their supervisor

• Managers can’t let go of their own hands-on work

• Finding problems but not going as far as making proposals

• Departments pushing responsibility onto each other

Possible Background

Beyond work frameworks and role design, an OS that says "It’s faster if I do it myself" or "I don’t want to fail by doing something unnecessary" also stops action.

See Support for Behavior Change →

Does This Sound Familiar?

• Good right after training, but back to old ways within a few weeks

• High satisfaction, but it does not lead to business results

• No opportunities to apply it on the job have been designed

• Supervisors do not understand the training content

Possible Background

Beyond acquiring Skill, the OS that stops practice and the Infrastructure that supports behavior, such as supervisors, evaluation, and meetings, may not have changed.

See Support for Making Training Stick on the Frontline →

Does This Sound Familiar?

• People remember MVV but don’t use it in their decisions

• The evaluation system encourages avoiding failure rather than taking on challenges

• Roles and authority remain unclear

• Running the systems has become the job of HR alone

Possible Background

Not only the systems themselves but also the definition of desired behavior, dialogue with the frontline, and the connection to OS and Skill need to be designed as one.

See Support for Building Systems and Organizations →