History and Background

Organizations of the 21st Century are challenged by a lack of organizational trust, rapid technological advances, inconsistent and incoherent organizational structure, and a marketplace with competitors that now have a global footprint. This creates an unprecedented volatility in the workplace that is precipitated by the frequency of change necessary to sustain growth.

The nature of organizational change challenges the foundation that we as leaders, managers, and employees in the organization have grown accustomed to Leaning On. In addition, the change implementation process inherently leads to Instability first within the individuals and then collectively within the organization. Unresolved, this instability can contribute to the organizational change failure rate approaching 70%. (Standish, 2009)

PivotPoint Business Solutions developed a unique methodology for identifying the symptoms that individual employees exhibit in response to an organizational change initiative. The qualitative and quantitative aspects of this process reveal how instability causes symptoms to develop in the employees which can then lead to an Organizational Loss Of Effectiveness (LOE). The LOE Index—the quantitative aspect of the model—is the foundation of the process, and consists of a validated diagnostic assessment which provides the organization with a baseline measurement of pre-existing symptoms. Subsequent administrations of the LOE Index provide the organization with continuous information and flexibility to re-evaluate the success of the organizational change initiative. This quantitative data, along with qualitative data obtained from selective interviews, supports the development of a customized organizational change implementation plan that can be adjusted as necessary. This will insure optimum results for the change process by bringing significant savings in terms of time, in human capital and in financial resources.