The Current Condition of an organization is a look at how that organization is performing at a point in time. Understanding the Current Condition of an organization allows you to see if it is meeting expectations. Are the Activities being performed as scheduled, or are they performing successfully? Are the Objectives being worked towards or are they being met? A Current Condition are a set of metrics that are set to track performance against a set of Objectives.
The Current Condition applies to two segments of the Luffy Framework. The first segment it applies to is the Objective itself. Each Objective should be designed with a clear metric in mind. This not only allows for effective monitoring, it also allows for a better planned Course of Action. The second segment is the Activities. Activities should also be designed with clear metrics.
For example if an Objective is to raise employee satisfaction in a group by 10% over 6 months than what metrics might we use to measure the Current Condition? We can start with what Activities are being performed to increase employee satisfaction and apply metrics to those Activities. For example if one Activity is to have one pizza day per month, then the metric would be whether that pizza day is occuring. If another Activity involves a monthly one on one with each employee, then the metric would be whether that was occuring or not. Then we also have the overall metric that was set by the Objective itself, which is current employee satisfaction. If employee satisfaction has not budged even though the Activities are being performed then you may have to analyze why it is not moving. Was it is an inaccurate Environmental assessment or is there a Current Issue that is influencing it.
Jack and Jill are planning to have their lemonade stand open for 5 days and estimate they will make $50 in those 5 days. If at the end of day 2 they have only made a total of $10, which is the Current Situation, then what is the reason for the shortcoming? Did they make an incorrect Environmental assumption about the amount of traffic or price reasonableness? Did they underestimate the competitive power of the fruit juice stand? Or is it a Current Issue like the on and off rain that is keeping people indoors? The Current Situation enables awareness of the shortcomings or successes in your Strategic Plan. It enables awareness of how the Environment or Current Issues are affecting the perfomance of your organization.
Below let’s look at the examples and see what the Current Situation is as it relates to the stated Activities.
Example 1 OBJ: Bill will start and operate a wine bar in Toledo, Ohio. He will specialize in providing the largest selection of California varieties, which are underrepresented in the area. He will make at least $80,000 a year in profit from his wine bar.
Course of Action A: Bill will start and manage an independent wine bar under a brand he develops.
1. Develop relationships with suppliers
2. Scout out potential locations for the wine bar
3. Build a social media presence through website development and other platforms
Current Condition: Bill has developed relationships with 4 suppliers. He has found a couple locations for the wine bar. He has been unable to find a company to develop a social media presence as of yet.
Example 2 OBJ: Kevin will build a decorative two story shed in the backyard of his house. It will have at least 100 square feet of space upstairs for storage which will reduce the clutter in the house.
Course of Action B: Kevin will hire the services of a carpenter to work on the shed.
1. Seek out carpenters that are able to do the work.
2. Make decisions as far as design and layout go.
3. Agree on a price with the carpenter.
Current Condition: Kevin has identified 3 carpenters that are able to do the work. He is still deciding on the design and layout of the new shed. The price has not been agreed to as of yet.
Example 3 OBJ: Abigail will organize a fundraising dinner for the Doe family. The dinner will be prepared by a local restaurateur and there will be fun and games for everyone. The fundraiser will raise at least $10,000 for the Doe family.
Course of Action A: Abigail will gather a small group which will undertake all preparations.
1. Recruit members for the planning and prep group.
2. Delegate responsibilities to members of the planning and prep group.
3. Monitor performance and make adjustments as needed.
Current Condition: Abigail has recruited 4 people to undertake planning and preparation. She organized a meeting where responsibilities were delegated to the members. Abigail is meeting with all the members at a weekly get together to discuss performance.
Example 4 OBJ: Susan will manage a project to improve productivity by at least 5% in the company. The project will focus on introducing soft improvements which require minimal resources to implement.
Course of Action A: The project will introduce new incentives to reward higher productivity.
1. Work with Human Resources and Executives to determine what Resources are available for this initiative.
2. Determine criteria for new incentives.
3. Develop implementation plans throughout the organization.
Current Condition: Susan has identified and received resources for incentives to be used in this project. Scott is developing criteria for the distribution of these new incentives. Susan has met with several organizational leaders to discuss implementation.
Example 5 OBJ: The average student test scores will improve by a total of 10%, from 76% to 86%, over the next three years.
Course of Action B: The course will be redesigned so that more time is spent on traditionally weak areas.
1. Examine the course and scout out weak points.
2. Do comparative analysis to determine how those weak points are addressed in more successful classes.
3. Redesign the course structure as needed based on Activities 1 and 2.
Current Condition: 2 weak points of the course have been identified so far. A forum has been set up to discuss best practices that have addressed these weak points in other schools. The class has not been redesigned yet.
Example 6 OBJ: ACME will be the lowest cost provider of computer services in Dayton.
Course of Action B: ACME will focus on maintenance agreements and other long term relationships to keep prices low.
1. Determine which customers are candidates for the proposed maintenance agreement program.
2. Meet with customers and reach agreement with them.
3. Scale back and close out higher cost/lower margin customers.
Current Condition: ACME has identified 6 customers for it’s proposed maintenance agreement program. It has met with 4 of those customers and reached agreement with 1 of them. ACME has not scaled back it’s lower margin customers yet.
Example 7 OBJ: The Jaguars will win at least 8 games this year.
Course of Action B: The Jaguars will focus on improving their preseason training.
1. Discuss adjustments with school administration and teachers to ensure it does not disrupt other goals.
2. Increase the number of sessions in the summer from 2 per week to 3 per week.
3. Introduce new summer home training regimen for players.
Current Condition: School adminstration will not allow expanded preseason training as it interferes with summer classes and tutoring. The Jaguars are currently having two training sessions per week. A new summer home training regimen has been introduced to players.
Example 8 OBJ: Scott will ensure that the team continues to produce 50 widgets per week and keep the quality scores above 95%.
Course of Action A: Scott will retain the previous methods and processes practiced by the team.
1. Have meetings with staff to ensure that management and culture align closely with that of the previous management.
2. Monitor performance to ensure production and quality remain consistent.
3. Make adjustments or changes as necessary to maintain previous production metrics.
Current Condition: Scott has met one on one with the staff as well as in a group environment to ensure he is managing according to the principles of the previous successful management team. Current production is 51 widgets per week and the current quality is 98%. No adjustments or changes are needed.
As you can see from the examples above, to measure the Current Condition is to monitor the organization’s performance in it’s Activities and against it’s Objectives. No organizational leader will be able to develop a Strategic Plan that will encompass the infinite variables that comprise the Environment and potential issues that may arise. Therefore this tool provides a way to be aware of performance. That way if and when unexpected Environmental factors and other issues do arise, which influence an organization’s ability to conduct Activities or meet Objectives, Tactics can be utilized to address those issues.
In the next section we are going to look at Current Issues and how they can influence the performance of the organization.