Q: Do mature organizations have alternatives to the typical decline we often see?
A: Yes. Most leaders recognize that any organization, like products and people, have life cycles.

There is birth, growth, maturation, decline, and death. Unlike the human experience however, some organizations and products can re-build or re-position in order to reverse a decline or stave-off death.

Was there a formula that separated Eastern and Pan Am Airlines from United and American? Why does Wal-Mart continue to grow while Kmart closes stores? Why do some businesses thrive and others dive?

Why do some nonprofits soar and others bore? There are several common factors of influence to answer these questions and to address the whole issue of re-inventing an organization. These elements include:

• Vision (including leadership at all levels)
• Talent (including people and overall organizational competency)
• Incentive (internal and external employee stimulation and culture)
• Resources (necessary support systems and budgets)
• An action plan (clearly identifying tasks, timelines, and customer-focused needs).

As you can imagine, having everything in place and aligned in an optimal fashion isn't easy. Size, revenue, number of locations, product, services, industry, geography, etc. doesn't alter these factors either. These demographics however can impact the complexity of reviewing and executing plans.

How do you begin this process? First, conduct an assessment... internally and externally. Scanning the organization and its external environment will yield a number of factors... some being more controllable than others. The more exhaustive the process, the more likely it will yield a myriad of alternatives for the leader and key employees to explore. To undergo such an introspection requires time, money, and talent, both in and outside of the enterprise.

A good consultant will be of tremendous benefit. He brings an interesting profile of emotional de-tachment from organizational issues with a desire to provide realistic recommendations that will allow you and your people to succeed. Regardless of size, organizational leaders become very emotionally attached to the gathering, analysis, and recommendations stemming from such a process. As a strategy adviser, my abilities to work in and around delicate issues and employees at all levels, may very well uncover possibilities and information that is critical to formulate an effective plan.

After the information is gathered, the next step is analysis. Then possible alternative solutions are outlined. Following this, a recommendation is suggested. And finally, the decision is made to accept, reject, or modify the recommendation... this is the task of the leader. The plan's degree of success must be monitored and adjusted in order to achieve and sustain any real improvements.

A consultant can provide the periodic and on-going stimulus, through in-services, retreats, and meetings, to maintain a 'sense of urgency' and keep the organization 'on track.' However, the organization's leadership team must see to the enterprise-wide commitment.

At least that's how I see it.