Organizational Design and Development Associates
Helping People Work Together Better
In this issue we present the first in a series of business cases based on recent client projects and a related article about designing metrics. Join our online conversations:
CASE STUDY
A Big Group Turns Talk Into ActionODDA Laura Freebairn-Smith presentation
Following approval of its strategic plan, the administrative leadership team at an American university began to study the implications of the plan on all departments and the role their division should play over the course of the plan's 10-year implementation.

ODDA designed and facilitated a two-day retreat to assist the team in accomplishing its goals. During the retreat, the leadership team:

> Established criteria to evaluate proposed projects
> Constructed strategic initiatives
> Developed high level action plans for each initiative

Outcomes
"The retreat accomplished both of our goals for the day-- identifying and describing the highest priority initiatives for the plan's implementation, and doing that work as a group of division leaders who can now own the initiatives and move them forward together," observed the division vice president. The leadership team is more engaged in the specifics of the strategic plan and "Laura's facilitation was critical to our success."

> Read and download the full case on our website
Metrics Design
Using the proper framework for designing metrics will ensure you're crafting effective, reliable tools for your evaluation process. The decision-making criteria that results will improve your team's success in achieving strategic objectives.

image of checklistA Checklist for Metrics Design
  1. Metric name
  2. Strategic theme
  3. Objective or theme measured
  4. Rationale for this metric
  5. What it drives or measures
  6. How it is calculated
  7. Data sources and where they are located
  8. Alert levels over time
  9. Target levels over time
Critical Questions to Ask About the Metrics
  • What do we need to change to reach this objective?
  • Does this metric test our hypothesis?
  • Are the data available?
  • What action will we take?
  • How often do we measure?
  • Is there a data owner?
Interested in learning more about metrics?Designing Metrics by Dr Bob Frost
Jim Collins website: www.jimcollins.com

"Are the Wrong Metrics Driving Your Strategy?" Michael Sisk, Harvard Business Review, November 2003
Contact us for more information about defining metrics for use in strategic planning: telephone (203) 288-6688 or email: information@odda123.com
SEPTEMBER 2010
ODDA: helping people work together better
In This Issue
Case Study: A Big Group Turns Talk Into Action
Metrics Checklist
Management Muddle? Ask the Expert
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Joan Campbell, Business Manager

The newest member of our staff, Joan Campbell joined ODDA in June. As business manager, she is responsible for all internal operations at ODDA, overseeing HR processes, logistics and technology. Joan comes to ODDA with 14 years of experience in the insurance and employee benefits industry.
For five of the past seven years, Joan has been involved with Neighborhood Music School, the largest independent not-for-profit community arts school in Connecticut.
Joan enjoys music, kayaking and spending time with her family.

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"A problem well stated is a problem half solved."
Charles Kettering
(1876-1958), American Inventor and holder of over 300 patents.
Organizational Design and Development Associates
34 Brookside Drive | Hamden CT 06517 | 203.288.6688
www.odda123.com