An organizational assessment process in support of enterprise transformation

Article type: Research Article

Authors: Abdimomunova, Leyla | Valerdi, Ricardo

Affiliations: Lean Advancement Initiative, Massachusetts Institute of Technology, Cambridge, MA, USA

Note: [] Corresponding author: Dr. Ricardo Valerdi, Lean Advancement Initiative, Massachusetts Institute of Technology, 77 Massachusetts Ave. E38-602, Cambridge, MA 02139, USA. Tel.: +1 617 253 8583; E-mail: rvalerdi@mit.edu

Abstract: This paper provides a model of organizational assessment that in support of enterprise transformation. We argue that the assessment process spans beyond performing the assessment itself. For the assessment to provide the expected benefit, organizations must first of all create an environment ensuring a clear understanding of the role assessment plays in the enterprise transformation process. To this end they must promote open and frequent discussion about the current state of the enterprise and future goals. The assessment process must be carefully planned to ensure it runs effectively and efficiently and that assessment results are accurate and reliable. Assessment results must be analyzed and turned into specific recommendations and action plans. At the same time, the assessment process itself must be evaluated and adjusted, if necessary, for the next assessment cycle. Based on literature review and case studies of four large aerospace companies, we recommend a five-phase assessment process model that includes mechanisms to change organizational behavior through pre-assessment phases. It also allows for adjustment of the assessment process itself based on the results and experience of participants so that it better suits the organization's needs and practices.

DOI: 10.3233/IKS-2010-0165

Journal: Information Knowledge Systems Management, vol. 9, no. 3-4, pp. 175-195, 2010