Agreement Matrix Christensen


Dropped in the middle of the ecological cycle, the 2×2 of Figure 2 becomes dynamic. He suggests that when starting a business, people share an agreement on the purpose of the business, but that they may have little agreement on the processes – the means to achieve their goals. At this point, the tools needed are leadership to build and maintain cooperation and purpose, and the exercise of power to do things. Helping companies focus was the goal of BCG`s equity growth matrix – the so-called “$1 million framework,” because its BCG application alone could earn $1 million in customer costs. In 2006, Christensen et al. proposed a framework to help managers understand their environment and take the best approach to making meaningful changes. The framework requires, first, an assessment of all relevant stakeholders in two critical dimensions: (1) the extent to which they agree on an objective and (2) to what extent they agree on how to achieve that objective. If you present these dimensions on a 2×2 agreement matrix, managers can define the category of management tools that best suits a given situation. Although the parameters are not rigid, the tools of cooperation and change are divided into four types: power tools, guidance tools, cultural tools and management tools – and can range from heavy constraint to influential storytelling. We found earlier that there was no “better” position in the agreement matrix; Each quadrant has its own challenges. A company`s position may reflect where it is in its life cycle and is largely determined by its success. Most organizations start on the left and often at the bottom of the matrix, where the founder`s Fiats advance a lot of what is prioritized and how it is done.

If workers develop effective methods to succeed, the consensus on the horizontal dimension of the agreement will begin to merge – what measures will bring the desired results. With the success of the company, there is a tendency to encourage employees who fit these work methods and want what management wants. Those who don`t tend to leave. Therefore, success is the mechanism that creates a consensus on what people want and how they can get it. Success moves the organization to the upper right quadrant. We included three instruments in the exhibition – negotiations, strategic planning and financial incentives – to highlight this.

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