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Business Review of AOG's "Journey to the I.T. Promised Land"

Business Review of AOG's "Journey to the I.T. Promised Land"

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Business Review of AOG's "Journey to the I.T. Promised Land"

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Matt Argano
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Business Review of AOG's "Journey to the I.T. Promised Land"
Original Publication Date: December 4, 2006
Business Review of AOG's "Journey to the I.T. Promised Land"
Written by Matt Argano
In reviewing AOG's case study entitled,[link widoczny dla zalogowanych], "Journey to the I.T. Promised Land: How one CIO's budgeting blues led to an organizational revamp at Assemblies of God", Tim Strathdee's ultimate journey to both organizational and cultural transformation at Assemblies of God (AOG), represents a common dilemma found in today's global marketplace. Edgar Schein has said that the only important thing leaders do may well be constructing culture.Tim Strathdee's initial frustration over AOG's antiquated and fledgling budgeting and ROF process was simply a visible manifestation of more acute systemic and organizational challenges. Customer engagement and satisfaction, communication challenges, duplication of efforts, and a workforce caught in the maturity / decline stages of an organization's lifecycle appear to have been root causes of AOG's inability to adapt and evolve to face modern day challenges.
PROBLEM IDENTIFICATION AND ANALYSIS
By the summer of 2002, Assemblies of God was visibly feeling the effects of an eroding customer base and increased competition in the marketplace. Additionally, decreases in revenue and relevance were beginning to become visible to senior leadership. The decline in Church growth in the late 90s and AOG's inability to leverage a diversified portfolio,[link widoczny dla zalogowanych], as publishing sales covered 65% of operating expenses alone, caused AOG to stumble. AOG's failure to communicate a clear vision to its workforce and customers and an inability to self-diagnosis resulted in a delayed response to identifying viable solutions. AOG's lack of product differentiation,[link widoczny dla zalogowanych], responsiveness to customer feedback, and an unwillingness to question and challenge the status quo were all missteps in AOG's ability to diagnose both internal and external obstacles. AOG became extremely complacent and believed that past successes were an indicator of future growth and profitability Vision provides organizational direction; it aligns people to move in a common line, and it focuses management to come to grips with strategic obligations. Vision must remain simple, easy to communicate and memorable.
STATEMENT OF MAJOR PROBLEMS
In reviewing the Assemblies of God's case study, it was apparent that key issues affecting AOG were related to challenges around communication and lack of organizational vision and alignment. AOG's inability to effectively communicate and listen to its customer's needs; the absence of adaptability and innovation; and obstructive organizational silos, caused AOG to become stagnant and to lose appeal and relevance. Additionally, the failure to collectively identify key metrics or KPIs (key performance indicators) to measure the company's effectiveness created the delivery of different messages to different organizational units, which stifled cross-functional collaboration. Organizationally, AOG created an environment in which co-workers avoided difficult conversations and potential conflicts, resulting in unresolved issues and projects. This lack of communication was a catalyst for duplication of efforts and an inefficient allocation of resources.
GENERATION AND EVALUATION OF SOLUTIONS
Assembly of God's decision to conduct employee and customer engagement focus groups was an integral part of AOG's organizational transformation. Soliciting feedback and suggestions and including AOG's workforce in crafting its new company vision, transformed AOG's employees into active stakeholders with a vested interest in the company's success. An early SWOT (strengths, weaknesses, opportunities, and threats) analysis by AOG's senior leadership team would have proved invaluable to its organizational, cultural and environmental challenges. Understanding clear lines of sight and responsibility would have allowed AOG's decentralized business units to build optimal synergies and to react strategically to internal and external challenges. Coordinating around specialties instead of around products was a key initiative implemented by the company as the result of successful employee engagement.
IMPLEMENTATION
At Assembly of God, once human capital challenges were identified, and issues relating to effective communication addressed,[link widoczny dla zalogowanych], AOG needed to effectively brand these changes into the company's DNA. Through the sharing of AOG's newly created roadmap and alignment of individual and organizational goals and values, AOG began to experience a paradigm shift, resulting in increases in productivity, efficiency, and employee morale. Creating total compensation programs which link company deliverables to associate financial gains will continue to foster a stakeholder mentality at AOG and will encourage healthy collaboration and debate. AOG's ability to sustain these changes and to provide good interpersonal relationships, teamwork and shared purpose will serve as a beacon for future success.
About the Author: Matt Argano is a Human Resources executive located in the New York Greater Metro area.

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