Reinvention, Step 3 - the NEW Work Regimen.

The third and final element in the Organization Realignment Model is to rethink and document the Work Regimen to align with the new Beliefs Set and new Strategy Bridge. There are five categories to be considered in this step: Organizational Goals, Programs, Individual Objectives, Priorities, and Tasks. The specific information provided here is offered to achieve two purposes: acquaint the reader with the broad features and benefits of the Realignment Structure, while providing some insight into the current Realignment Structure of the authors' organization - QWLC.

Work Regimen
September 2010

1. Organizational Goals. Without goals any organization is likely to whither. Goals sustain a future-focus and, for many, provide the motivation to strive to achieve those things the organization has judged as essential. Goals are typically collective in nature, so that failure to achieve a goal is normally attributable to more than a single individual. Three primary QWLC organization goals are:

• Client Practitioner Retention: Retain 100% of past clients allowing for dormant periods.
• Practitioner Expansion: Annually double the quantity of RGB Certified Practitioners that consume license "counters."
• Profitability: Sustain a positive revenue stream sufficient to cover all costs and sustain a reasonable contingency fund.

2. Programs. Programs are well documented sequential steps that must be completed to achieve a specific outcome(s) that result in a product or service deliverable for customers (internal or external) on behalf of organization stakeholders. There are always "start" and "stop" cues, at least one "process," and at least one "decision." Process steps need not all be completed by the same person. Although there are many programs in any organization there normally only a few critical programs that support mission accomplishment (see also the posting on Beliefs Sets). The following core programs support QWLC missions.

• Client Care: engenders loyalty by serving current client needs while exceeding expectations.
• Marketing: creates customers and clients for QWLC services and products.
• Roadshow: stimulates interest in RGB Certification among workshop participants.
• Finance: accounts for expenses and revenues to inform decisions.
• Technology Maintenance: develops written guidance to help organizations.
• Web Presence: provides Internet access to technology for users and potential users.
• RGB Practitioner Certification: expands practitioner availability to users.
• Event Production: designs and implements capacity improvement events.

3. Individual Objectives. Organizational goals are achieved by attaining individual objectives that contribute to them. Objectives are assigned to a specific individual and are measurable as to quality, quantity and period of time (daily, weekly, monthly, for example).

Joseph...

• Green: 100% functionality from anywhere.
• Blue: Update CW Library, blog, Facebook, YouTube, LinkedIn, Twitter, and LTODI monthly.
• Blue: Produce one viable Roadshow monthly.

Elizabeth...

• Red: Fiscal and Calendar stability with 3 to 6 months reserve.
• Green: Visit one selected Preferred Practitioner (counter-consumer) monthly.
• Red: Lead one viable RGB Workshop monthly.

4. Priorities. When tasks compete for time and attention there must be a clear set of priorities that allow people to make consistent choices among potential tasks. This sustains a healthy balance between effort directed toward urgent and important tasks. This is certainly true for employees, but it is also true of those clients being served.

• Client Support: provide support needed to contribute to the success of clients in their efforts impacted by our product and service delivery.
• Practitioner-base Expansion: offer RGB Certification options that grow the network of preferred users.

5. Tasks. Tasks are specific actions taken by an assigned individual using a combination of skills, abilities, knowledge, and requisite talent within the context of program requirements defined by the organizations structure. Tasks are most effective when aligned frequently with Goals, Objectives, and Priorities.

Joseph...

• Blue/Red Tasks: IT, Software, Library, Videophotography, Proposal Creation, Technology Development and Lead, Local Transportation, Transitions, Internet, Storage, Event Production.

Elizabeth...

• Red/Green Tasks: Data Entry, Office Management, RGB Lead, Client Connections and Lead, Communications, Shopping and Purchasing, Publications Production, Calendar and Scheduling, Finance and Accounting.

Summary

Most effective work gets done when it is well aligned with elements that comprise the Work Regimen explained here and are also consistent with the Beliefs Set and Strategy Bridge posted previously. It only makes sense that efforts across any organization structure be aligned so that synergy has a chance to make a contribution to output, and cultural capacity, as a measurable asset, contributes to the effective and efficient delivery of products and services to valued clients and customers. One recurring problem in many organizations (that is solved by this Realignment Structure) is the practice of making corrective action when things go wrong in isolation. The broader view that can only be achieved by reviewing the entire Realignment Structure (Beliefs Set, Strategy Bridge, and Work Regimen) is the best solution to a "tinkering" method traditionally applied.