Great Prairie Group’s organizational audit is a quick check on the performance of the organization to help guide the team or disclose important information to help you improve the success rate of the project. A preliminary list of questions is designed to isolate areas of strength and weakness quickly.

Quality of Organizational Readiness

Rate each statement on a scale of 1 to 5, where
1 = I strongly disagree with this statement
2 – I disagree somewhat with this statement
3 – I neither agree nor disagree with this statement
4 – I agree somewhat with this statement
5 – I strongly agree with this statement

  • The primary structure of the company is aligned to strategy
  • It is clear who handles which decisions and actions
  • Strategic decisions are cascaded clearly from top management to middle managers
  • Once made, decisions are not second-guessed
  • Information flows freely across the company
  • Field and line employees share the information they need to make informed decisions
  • Important information about competitors and the market flows to management quickly
  • Everyone understands their role and responsibilities
  • Everyone operates under extremely tight time schedules
  • Employees are happy to work here; morale is good
  • Management is busy handling crises
  • Employees regularly go through fire drills
  • There is significant duplication of effort
  • The rate of employee turnover is high

Understanding these challenges enables your company to determine the level of organizational readiness to execute its strategy.

Organizational Effectiveness

Align structure to strategy for high performance.

Strategy execution is the collective result of thousands of decisions and actions by employees at the grass-root level. Therefore, it requires the employees – the organization – to fall in line beyond the strategy.


The Challenge. Organizations are not always be aligned. Firms respond to events that affect their organizational structure all the time. Some of these include product line expansion, micro- segmentation, globalization, technology advancements, vertical integration, and merger integration – to name a few. These initiatives place a burden on the organization and add significant complexity to the administration of the business.

In situations where the resulting organization has become overly complex and misaligned, management needs to address the structural design of the organization. This step removes existing structural impediments and enables management to execute the strategy of the company effectively.

How We Help

We help clients make their organization highly responsive to their strategy. What we do for our client.

  • Operating Structure Alignment
    • Examination of the functional efficiency and improvement of hierarchical structure, the span of control, individual capabilities, roles of middle managers to drive strategic impact and urgency, accountabilities, and incentives to reflect strategy requirements.
  • Secondary Structure Alignment
    • Analysis and improvement of coordination among lateral organizational units. Objectives include (1) effective information flow, ensuring that relevant information flows quickly to the right people as needed and (2) proper assignment of decision rights, ensuring that everyone in the company knows what strategic decisions and actions they handle.
  • Primary Structure Alignment
    • Examination of the deployment of organizational units (boxes and lines) to match the strategic drivers of the firm. Deployment may include functional, geographic, or a multi-divisional structure. We are concerned with the alignment of the organization to long-range strategic planning. The objective is to adapt the organization closely to the market while reigning in cost, as a high level of differentiation can become expensive very quickly.

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