The Congruence Model

Aligning the Drivers of High Performance

Performance comprises four interlocking elements. iStockphoto/dt !m""

#s $our organi%ation&s performance as good as it could "e' (hat could "e changed to improve things and )h$ )ould this help' Does the ke$ lie in the )ork itself' *r )ith the people doing it' Should $ou reorgani%e the corporate structure' *r tr$ to change the prevailing culture' And )h$ does one organi%ation seem to thrive on a certain corporate structure or t$pe of )ork+ )hile another struggles to make a profit' The ans)er lies in understanding the ke$ causes or drivers of performance and the relationship "et)een them. The Congruence Model+ first developed "$ David A ,adler and M - Tushman in the earl$ ./0 s+ provides a )a$ of doing 1ust this. #t&s a po)erful tool for finding out )hat&s going )rong )ith a team or organi%ation+ and for thinking a"out ho) $ou can fi2 it.

3nderstanding the Tool

The Congruence Model is "ased on the principle that an organi%ation&s performance is derived from four elements4 tasks+ people+ structure+ and culture. The higher the congruence+ or compati"ilit$+ amongst these elements+ the greater the performance. 5or e2ample+ if $ou have "rilliant people )orking for $ou+ "ut $our organi%ation&s culture is not a good fit for the )a$ the$ )ork+ their "rilliance )ill not shine through. -ike)ise+ $ou can have the latest technolog$ and super"l$ streamlined processes to support decision making+ "ut if the organi%ational culture is highl$ "ureaucratic+ decisions )ill undou"tedl$ still get caught in the 6uagmire. To avoid this t$pe of incongruence+ the Congruence Model offers a s$stematic )a$ to consider the root elements that drive organi%ational performance. The follo)ing diagram sho)s ho) the four critical elements relate to strateg$ and performance4

Tip: This Congruence Model can "e used to consider other drivers of performance and effectiveness too. 5ollo) the same steps "elo)+ looking for congruence and incongruence "et)een the ke$ drivers $ou have identified as important to the part of the "usiness $ou are e2amining. 5or e2ample+ if $ou )anted to look at $our marketing performance $ou might use this model to anal$%e the marketing 4 Ps 7Product+ Price+ Promotion and Place8 for congruence and incongruence.

Ho) to 3se the Tool

To appl$ the Congruence Model start "$ looking at each component individuall$ and then compare and anal$%e ho) the$ relate to one another.

Step *ne4 Anal$%e each ke$ element separatel$

Tasks: 5irst $ou need to understand )hat )ork is at the core of $our organi%ation&s performance. Here $ou are looking at the critical tasks that are done )ithin the organi%ation from t)o perspectives4 (hat )ork is done+ and ho) is it processed.

Does the )ork re6uire specific kno)ledge or skill' (hat are the intrinsic re)ards involved in completing the )ork' #s it mechanistic or creative' Ho) does the )ork flo)' (hat sort of approach is needed to do this )ork "est' 9uick' Thorough' Caring' Anal$tical' Precise' :nthusiatic' ... (here are the interdependencies'

People: ;ou kno) )hat )ork is done< no) $ou have to look at )ho does it. ;ou need to kno) )hat t$pes of people are currentl$ performing the organi%ation&s critical tasks.

(ho interacts to get the )ork done' =osses+ emplo$ees+ peers+ e2ternal stakeholders. (hat skills do the people possess' >no)ledge+ e2perience+ education+ competencies. #s there a demographic profile' Age+ gender+ ethnicit$.

(hat are these people&s preferences and e2pectations for compensation+ re)ard+ career progression+ recognition+ and organi%ational commitment'

Organizational Structure: This element involves looking at the formal structure+ s$stems and processes that support the organi%ation.

Ho) is the compan$ organi%ed' Mechanistic or organic. Are there distinct "usiness units or other separations' ?egional+ functional+ "$ product+ "$ market. Ho) distinct and/or rigid are the lines of authorit$' Ho) standardi%ed is the )ork' ?ules+ policies+ procedures. Ho) is )ork measured and incentivi%ed and re)arded'

Culture: Here $ou are concerned )ith the un)ritten rules that define ho) )ork is reall$ done @ )hich depends on attitudes+ "eliefs+ commitment+ motivation and so on+ as )ell as the formal elements of process and structure that $ou have alread$ e2amined. This element is the hardest to define+ and often the one )ith the most influence.

Tip:

(hat do people reall$ do to get )ork done' Ho) does information flo) around the organi%ation' (hat are the "eliefs and values of individuals in the organi%ation' (hat leadership style is adopted' #s there a political net)ork in pla$'

The Tasks+ People+ *rgani%ation Structure and Culture headings are 1ust one )a$ of looking at this. Another popular approach is to use the McKinsey 7S frame ork . These are4 Strateg$+ Structure+ S$stems+ St$le/Culture+ Staff+ Skills and Shared Aalues. *ther frame)orks+ such as the !urke"#it in Change Model + ma$ "e appropriate in other situations.

Step T)o4 Anal$%e ho) these elements interrelate in $our organi%ation

*nce $ou have identified the ma1or factors in performance for each of the four ke$ elements+ $ou need to look at ho) the$ interrelate. ;ou are looking for areas of congruence and incongruence.

$ork and People4 #s the )ork "eing done "$ the right people' $ork and Structure4 #s the )ork done in a )ellBcoordinated manner given the organi%ational structure in place' Structure and People4 Does the formal organi%ation structure allo) the people to )ork together effectivel$' People and Culture4 Are the people )orking )ithin a culture that "est suits them' Culture and $ork4 Does the culture support the nature of the )ork that needs to "e done' Structure and Culture4 Do the formal and informal structures )ork cooperativel$ or do the$ compete'

Step Three4 Plan to Create and Maintain Congruence

(ork through the areas of congruence and incongruence $ou have identified+ and decide )hat needs to "e done to resolve ma1or incongruence and to reinforce congruence. As $ou move for)ard )ith $our plan+ strateg$+ or decision+ it&s important to remem"er that $ou keep on looking for the things that are )ellBcoordinated+ as )ell as the things that aren&t. #t&s 1ust as important to reinforce )hat is currentl$ congruent+ as )ell as change )hat&s incongruent+ and "uild in processes to ensure that the current congruence is maintained.

>e$ Points
*rgani%ations are effective )hen the four ke$ components of performance @ tasks+ people+ structure+ and culture @ fit together. (hen these elements )ork in unison to support and promote high performance+ the end result is an organi%ationB)ide s$stem that functions efficientl$ and effectivel$. (hen pieces are out of s$nch )ith each other+ the friction that is caused has a negative impact on the entire process+ )hich limits the overall productivit$ that can "e achieved. This makes Congruence Anal$sis a useful tool for fi2ing pro"lems in $our team or organi%ation. 3se it to take a look at the organi%ational components contri"uting to $our overall performance+ and create congruence in and "et)een them @ people )ill "e much more satisfied and the )ork )ill "e done that much more effectivel$.