A brief overview of the congruence model, used in organisational development and change. A useful model to use when considering implementing new strategy or changes in strategy.

1. The Congruence Model
An Overview

2. Congruence Model
Does culture support
strategy?
What implications does
change have for culture?
Which stakeholders are
more likely to enable or
hinder changes?
STRATEGY
Do existing org structures
support change?
Will change affect perf mgt
and reward systems?
Do our decision making
processes support the
change?
What is the new work and
how much does core work
need to change?
What are implications of
changes for jobs and skills
needs?
How is capacity being built?
Is Leadership for change
effective, credible, respecte
d?
What skills gaps need
addressed to implement
change?
Are the right relationships
in place to support new
work processes?
Is there a clear shared
understanding of the
vision?
Are leaders equipped
to engage the
organisation in the new
strategy?
WORK
VALUES & BEHAVIOURS
ORGANISATION &
STRUCTURE
PEOPLE &
SKILLS

3. Using the Model
The organisation’s performance rests on alignment of each of the components
The tighter the fit the higher the performance
e.g. No point reorganising and reassigning people into roles that demand autonomy and risk-taking if they
have not been used to it. The work and organisation may be right but the prevailing culture will keep getting
in the way.
Best used as a framework or checklist to see where gaps might exist.
1) Capture issues, assumptions, concerns, risks etc. on separate flipcharts
a) What will success look like under the strategy
b) Work
c) People & Skills
d) Organisation & Structure
e) Values & Behaviours
2) Cross-check the items captured against the ‘owning’ workstream
3) Remove duplication
4) Agree Next steps

4. WORK
The basic and inherent tasks to be done by the organisation and its parts:
- Core value-creation tasks
- Available resources
- Processes & routines
- Offerings, routes to markets
- Systems & technologies
What is the new work and how significantly does the core work need to change?
Which work processes will change? Which will not?
What are the implications of workflow changes for jobs and skills reqs?
How is capacity being built to speed up the change implementation?
To what extent are the needs of the individual met by the work?

5. ORGANISATION & STRUCTURE
The formal structures, processes, and systems that enable individuals to perform the
work / tasks:
- Primary organisational units and linkages among them
- Organisational structure and reporting relationships
- Governance model and processes
- Decision-making processes
- Communication systems & processes
- Performance Mgt and Reward systems
- Roles & responsibilities
To what extent do the existing organisational structures and reporting relationships
support the change?
To what extent will this change affect performance mgt and reward systems?
To what extent do our decision making processes support the change?
To what extent do individuals and organisational goals converge?
Are the organisational arrangements adequate to meet the demands of the work?

6. PEOPLE & SKILLS
The characteristics of individuals who are members of the organisation:
- Knowledge, skills, attitudes
- Perceptions & expectations
- Individual needs and preferences
- Demographics
Is the leadership for change effective, credible, respected and aligned?
What skill gaps will need to be addressed with managers and staff at each stage of
the change?
Are the “right” relationships in place to support new work processes and deliver
value?
To what extent do individuals have the skills and abilities to meet the work demands?

7. VALUES & BEHAVIOURS
Emerging, informal social patterns, including behaviours and relationships:
- Informal working relationships
- Patterns of decision making
- Communication and influence patterns
- Intra- and inter-group relationships
- Organisational culture – values, beliefs and norms
- Leadership behaviour
To what extent does the culture support the new strategy?
What implications does the change have for culture, values and behaviours?
Which stakeholders are most likely to enable or hinder the change?
To what extent does the informal organisation facilitate work performance?
To what level are the goals, rewards, and structures of the informal organisation
consistent with those of the formal organisation?

8. • Thank you for viewing
• If you want to explore the congruence model, or other
aspects of organisational change and
development, further then please get in touch
• You are welcome to use any material in the slides (it
would be good if you were to attribute the source
however)
Contact Gyro Consulting Services
Email gyrocoaching@gmail.com
Web gyroconsulting.com