Modulation and Integration of Strategy

Some companies place themselves into a defective organizational architecture that fractures alignment down through goals, strategies, objectives, procedures, and activities. This type of condition could work passively and unremittingly against the achievement of a mission and/or vision.

The following are typical observation that could come out based on the above condition and/or difficulties:

• They initiate boundary and uncooperative problem.
• They evolve patterns of operation that favor their units' interests.
• They inhibit cooperation, collaboration, and sharing information.
• They waste talent and often stifle innovation and creativity.
• They inhibit team up to pursue mission-critical outcomes.
• They lack of confidence and/or trust in subordinates.
• They impose high communication costs.
• They design workflow for restructuring.
• They develop impervious boundaries.
• They lack instruction or feedback.
• They lean on others for direction.
• They foster internal competition.
• They avoid contact with others.
• They create dependency.

Moreover, the intention of combating this behavior is one of the key factors why the current phase of creativity and development of Quoth is made into existence. That is, Quoth aims to utilize the modulation and integration of strategy to:

• provide a systematic and transparent inventory and a framework for evaluation and refinement of strategy information;
• have a focus departmental and individual agendas that aligns purpose in the fundamental structure and natural processes of operation, makes clear priorities, and eliminates guessing about next move; and
• exclude caste system practices that promotes factionalism, tempts in-group members to serve their own social and political needs at the expense of the company, and promotes unequal gender role power, influence, or access to opportunity.

Note: Modulation of strategy is divided into a careful set of classes and interwoven with synthesis in a mainly top-down fashion in Quoth. While the integration of strategy proceeds in an order governed by pattern interdependencies, the continuous analysis and repair of failures, and commitment to detail, variety, experimentation, and wholeness of purpose.

Further, Quoth must help company and its people to synthesize their existing organizational structure into a coherent view with it, albeit a multi-layered view, in which modulates and integrates the strategy information.

The modulation and integration of strategy is the primary principles in aiming to solve the following existing organizational disorders:

• Caste System: The Anointed and the Untouchables
• The One-man Band: Clint Eastwood Rules
• Testosterone Poisoning: Men Will Be Boys
• Malorganization: Structural Arthritis
• Silos: Cultural & Structural