Organizational DNA

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Organizational DNA
Projects@Work (December 19, 2005)

Some companies have healthy personalities like “resilient,” but most have unhealthy ones like “passive-aggressive” that can make things difficult for project leaders and teams. The developers of an Organizational DNA framework say that the cure starts with a diagnosis, and that individuals can make a difference in changing their company’s personality for the better.

Some organizations are well-oiled machines that quickly bounce back from bumps in the road while others, stocked with equally talented people, can’t seem to get ahead. In “Results: Keep What’s Good, Fix What’s Wrong, and Unlock Great Performance” (Crown Business; 2005), authors Gary Neilson and Bruce Pasternack explain why, based on an “organizational DNA” framework that they have developed with colleagues at global consulting firm Booz Allen Hamilton.

They have researched the organizational makeup of hundreds of companies in industries ranging from high-tech to financial services, and incorporated survey responses from more than 50,000 managers and business professionals. Their approach and findings, which form the foundation of the new book, were named one of Harvard Business Review’s “Breakthrough Ideas for 2005.” Here are excerpts from a conversation with the authors.

Your research shows that most companies fall into one of seven personality types, four unhealthy, and three healthy.

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