A methodology tested in more than 74 countries, since 1972.
The Adizes Methodology helps organizations solve the chronic problems they cannot resolve on their own, with an accelerated, systematic approach implemented rapidly and without destructive conflict.
Book a diagnosisAn organization is like an apple pie.
You can have good ingredients and still get a bad pie. To transform an organization, you work with the people and with the environment they work in, in the right sequence.
The ingredients
People
People who are able to work together.
The recipe
Managerial process
How the organization identifies and addresses its problems and opportunities.
The oven
Structure
Who is responsible for what, who has the authority, and who gets rewarded for what.
Who the pie is for
Mission & vision
The direction the organization is heading in.
The goal: Prime.
Prime is the ideal state of an organization, balancing flexibility and control. It grows while staying in control, and adapts without falling apart.
The 11 steps of organizational transformation
This is not a cookie-cutter process. The depth and speed of each step vary from one organization to another, depending on the energy for change, the lifecycle stage and the commitment of its leaders.
- IWhere it all starts
Diagnose
Syndag™
The leadership team agrees, face to face, on what the real problems are. We depersonalize them: the system is the problem, not the people.
- II
Building MT+R
Synerteam™
Cross-functional teams solve the first symptoms. People learn to work together and momentum builds for the bigger changes.
- III
Maintain the Effort
POC™
A permanent council manages the portfolio of problems, allocates people and sets the pace of change.
- IV
Commit to a Direction
Synerscope™
The leadership defines the vision and mission together, on a single page. Nothing creates more energy for change.
- V
Realign
Strategic Org. Design
The structure of responsibilities is rebuilt around the new direction. It is the climax of the change process, and the hardest step.
- VI
Follow the Money
Accountability Systems (APTAS™)
We define who has the authority to spend, who is accountable for which goals, and the profitability of each unit.
- VII
Cascade the Effort
Cascading
Steps I–VI cascade to the lower levels of the organization, with their own councils and teams in every department.
- VIII
Stretch for Peak Performance
Stretching to Peak Performance
Departments commit to each other on performance. This is where the greatest financial benefits appear.
- IX
Chart the Path
Strategic Resource Allocation
Strategy is set from a position of strength: what we will do and, just as important, what we will not do.
- X
Institutionalize Change
Systemic Cybernetic Structure
The eleven steps enter the yearly calendar and become part of the culture, needing less and less outside help.
- XI
Reinforce the New Reality
Reinforcement Systems
Rewards are aligned with each person's responsibility and authority, so people are paid for the jobs they do in the new reality.
The Corporate Lifecycle
Organizations grow and age in a predictable pattern. Each stage comes with its own problems, some normal, some abnormal. A lack of clear structure is normal for a young company, but becomes a serious problem later on. Knowing where your organization stands tells you what to do, and what not to do.
- 01Courtship
- 02Infancy
- 03Go-Go
- 04Adolescence
- 05Prime
- 06Aristocracy
- 07Recrimination
- 08Bureaucracy
Management styles: PAEI
Every organization needs four roles to be effective and efficient in the short and long term. No single person can perform all four equally well. That is why it takes a complementary team, and mutual trust and respect.
- P
Producer
Produces results. Makes the organization effective in the short term.
- A
Administrator
Systematizes and organizes. Makes the organization efficient in the short term.
- E
Entrepreneur
Sees opportunities and change. Makes the organization effective in the long term.
- I
Integrator
Builds the team and the culture. Makes the organization efficient in the long term.